__MAIN_TEXT__

Page 1

World’s first true ERP – One software across your entire organization

Low Cost Easy to Use Powerful Cloud ERP

Supply Chain Mgmt MobileERP covers more processes and business functions then any other branded costly ERP in market With other ERPs you will end up buying multiple software’s to run your business means more cost, more chaos With MobileERP you need only one software across your organization means less cost, less chaos. Empower your existing employee with MobileERP and improve Employee retention and productivity. 2019 Edition. Version 19. ERP Since Year 2000

MobileERP Softech Pvt. Ltd. www.Mobileerp.in / www.softrobot.biz India: 0091-9925789204 / Philippines: +639178406988 Malaysia: +6012-3761111 / Dubai: +971508847881 USA: +1(408)303-9445 / Canada: +1(416)735-3083 Qatar: +97466586474 / UK: +447793772830


SCM: Procure to Pay System

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

MRP-Material Req Plan ROP-Reorder Point Plan PROJ-Project Mat Plan PC-Purchase Contract PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SP-Supplier Portal RA-Reverse Auction IM-Imports


SCM: Supply Chain Mgmt. Best Practices


SCM: Supply Chain Mgmt. Best Practices


Procure to Pay Kanban process based driving by Manager


SCM: Procure to Pay System Apps


SCM: Supply Chain Organization Setup


Supplier master setup with Supplier Classification and Segmentation MRP-Direct Material Suppliers or boughtout

This process identifies suppliers that are strategically important and critical to a customer's business. It enables ROP-Indirect or consumables suppliers the appropriate allocation of resources to develop and manage business relationships. This scope item helps you NON-Non Stock Item suppliers PROJ-Services or Project suppliers gain a portfolio-level view of your supplier relationships. It also gives you the transparency to continuously PC-Purchase Contract suppliers determine the right mix of suppliers, serve your business objectives optimally, and to reduce your overall supply SUB-Subcontracting Suppliers risk. You can classify and segment your suppliers by multiple criteria. This enables you to identify suppliers in a VC-Vendor Consignment AST-Asset Suppliers flexible manner, as well as to define and monitor sourcing strategies. • Business Benefits

• Creates a strategic approach to supplier management • Maximizes value and minimizes supply-based risk • Supports powerful searches using all strategic attributes as parameters • Enables you to do multiple classifications per supplier using flexible dimensions, for example factory, category, region • Provides analysis needed to identify valuable suppliers • Key Process Flows • Create Supplier master

• Create classification scorecard for supplier • Create purchasing categories • Search suppliers via assigned attributes


Supplier self Service / Supplier Seller System

Procure to Pay Cycle Procurement involves the process of selecting vendors, establishing payment terms, strategic vetting, selection, the negotiation of contracts and actual purchasing of goods. Procurement is concerned with acquiring (procuring) all of the goods, services, and work that is vital to an organization. Procurement is, essentially, the overarching or umbrella term within which purchasing can be found. Procurement deals with the sourcing activities, negotiation and strategic selection of goods and services that are usually of importance to an organization. Purchasing is the process of how goods and services are ordered. Purchasing can usually be described as the transactional function of procurement for goods or services.


SCM: Supply Chain Mgmt. Best Practices


MRP-Direct Material Procurement or Items in BOM This scope item enables the user to order direct materials. A seamless integration is incorporated and ensures a stable and efficient process including all steps from the initial creation of a purchase requisition to the invoice creation and handling. This purchasing process uses purchase requisitions that are generated either by the Material Requirements Planning (MRP) process or manually by a requester. A purchaser validates the accuracy of the purchase requisition and converts it into a purchase order. Alternatively, the purchase orders can be generated manually. The purchase order can be subject to approval before being issued to a supplier. Goods are shipped from the supplier and the goods receipt is created with reference to the corresponding purchase order. Subsequently the invoicing process is triggered. The user can monitor the progress throughout the entire procurement process and can initiate reactive actions if needed.

• Business Benefits •

Streamline procurement processes in an efficient and cost-effective manner

Ensure highly automated processes for the procurement of direct materials

Reduce manual effort greatly

Monitor the procurement progress in real-time

Use an analytical list page to monitor purchase order items

Automated detection of critical situations

Serial number processing

Key Process Flows

Manage purchase requisitions Manage purchase orders Manage goods receipts Manage inbound deliveries Manage stock Manage invoices Automated detection of critical situations Manage down payments

MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

MRP-Material Req Plan PR-Requisition/Indent PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher PR-Purchase Returns DN-DebitNote/Refund

TYPE OF ITEM •

ALL BOM ITEMS


ROP-Consumables OR Indirect Material Purchase MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents This scope item enables the user to order consumables. A seamless integration is incorporated and ensures a stable and efficient process including all steps from the initial creation of a purchase requisition to the invoice creation and handling. This scope item contains the creation and approval of purchase orders for consumables. Alternatively, the process can also be triggered via a purchase requisition, which can then be converted to a purchase order. Subsequently, the goods receipt and invoice processes are triggered. Both standard and limit items can be procured with this scope item. As the value of the consumable goods is directly expended to an account assignment category, no inventory is provided.

Business Benefits

Streamline procurement processes in an efficient and cost-effective manner

Ensure highly automated processes for the procurement of consumables

Reduce manual effort greatly

Monitor the procurement progress in real-time

Monitor purchase order items with analytical list page

Key Process Flows

Manage purchase requisitions

Manage purchase orders

Manage goods receipts

Manage invoices

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

ROP-Reorder Point Plan PR-Requisition/Indent PO-Purchase order GI-Goods Inward IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher

TYPE OF ITEMS •OIL •Packing Materials •Machine Maintenance Items


Non-Stock Item Purchase without PO MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item supliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents Some urgent necessary items are bought directly from market without raising PO or Indent. No need to create PO, GRN or Indent for such items. Either direct Purchase Voucher can be created or Purchase Invoice is created if Items are defined.

1. 2. 3. 4. 5.

PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher

TYPE OF ITEMS •Water Bottles •Tea •Papers •Marketing Material •Pen/Pencil/Rubber •Staplers and Pins •Tea Cups •Food Plates, spoons •Light Bulbs •Water •Wires


PROJ-Service or Project Purchase Management

This scope item enables an efficient process for the procurement of services for self or project. With seamless integration, this scope item ensures an easy-to-use process covering from the initial creation of a purchase requisition through invoice management. This scope item contains the creation and approval of purchase orders for services. Alternatively, the process can be triggered via the creation of a purchase requisition, which is later converted to a purchase order. The service fulfillment can be steered and monitored with the service entry sheet. Afterwards, the invoicing process is triggered. The scope item comprises standard as well as limit items and can be conducted with different optional steps.

Business Benefits

Provide efficient and cost-effective streamlined procurement processes

Ensure highly automated processes for the procurement of service

Reduce manual effort greatly

Real-time monitoring of the service fulfillment

Monitor purchase order items with analytical list page

Key Process Flows

Manage purchase requisitions

Manage purchase orders

Manage service entry sheets

Manage invoices

MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents 1. 2. 3. 4. 5. 6. 7. 8.

PERT-Project Service Plan PO-Purchase order SI-Service Entry PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher

TYPE OF SERVICES •Transport •Renting •Leasing •Print media ad space •Telephone / Internet •Projects •Repairing •Maintenance


PC-Purchase Contract / Blanket Purchase You can use blanket POs to procure consumable materials or services for which it is not worth creating a separate PO for each procurement transaction. Blanket POs are usually valid for a longer period of time. You can directly post the invoices for the materials procured for this blanket PO. They have a longer period of time. You do not require a PO for individual procurement transactions. No goods receipt or entry of services are performed. There is no material number (only short text) against service type. In Invoice Verification, the validity period and the limits are checked. This scope item describes the use of contracts in procurement activities. Contracts are agreements with suppliers to supply materials or services under negotiated conditions and within a certain period. Target groups are purchasing managers as well as buyers. If purchase requisitions and purchase orders do not yet exist, they are created after the contract. You can check the released purchase orders that are referenced to a contract by monitoring the contract.

Business Benefits

Reduce procurement costs

Secure supplies

Maintain transparency of supplier agreements

Key Process Flows

Create a purchase contract

Make mass changes to purchase contracts

Approve purchase contract

Monitor notification (optional)

Manage source lists

Create a purchase requisition

Assign requisition and creating purchase order

Find purchase documents by requirement tracking number

Approve purchase orders

Monitor contract item (optional)

Post goods receipt

Create supplier invoice

MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents 1. 2. 3. 4. 5. 6. 7. 8.

PC-Purchase Contract PR-Requisition/Indent PO-Purchase order PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher

TYPE OF ITEMs •Bulk Materials e.g. Cement, Sand •Quarry •AMC/CMC •Hire Machinery •Textile Cotton Supply •Maintenance Contracts •Development Contracts


SUB: Subcontracting The subcontracting process involves sending components to a supplier for manufacturing and receiving the finished materials. The seamless and efficient process includes all steps from the initial creation of a purchase order to the invoice management. A subcontract purchase requisition is either generated via the Material Requirements Planning (MRP) process or manually by a requestor. The purchase requisition can be approved and is converted into a subcontract purchase order. The purchase order is subject to approval based on predefined parameters before being issued to the subcontractor. The consumption of the sent components is recorded upon the receipt of the value-added finished material. The outbound delivery is created and the goods are picked and shipped to the subcontractor. With the supply of the finished material the goods receipt is created. Subsequently the invoicing process is triggered.

EPR-Employee Procurement MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers

Documents

• Pick and post goods issues

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

• Manage goods receipts

TYPE OF ITEM

• Business Benefits

• Streamline subcontracting processes efficiently and cost-effectively • Ensure highly automated processes • Reduce manual effort greatly • Monitor the process progress in real-time • Key Process Flows • Manage purchase orders

• Manage stock • Manage outbound deliveries

• Manage invoices • Serial number processing

PR-Requisition/Indent PO-Purchase order MI-Material Issue (RM) GI-Goods Inward (FG) SR-SRNO Entry (FG) IQC-Incoming QC (FG) GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher PR-Purchase Returns DN-DebitNote/Refund All Subcontracting Items


SUB-Subcontracting

Subcontracting is one of the manufacturing strategy by which a company decides to outsource some or all of its production operations to a vendor. This process is considered better than a complete external procurement as there can be a tighter control on the product quality. In a typical subcontracting process, a manufacturing company provides raw materials / components (say material A and B) to a subcontracting vendor. The vendor in turn processes these materials to turn them into an end product (say material C). This product (if not a finished product) is then used by the manufacturing company to carry out the rest of the operations to turn it into a finished product. To achieve this, a subcontracting purchase order for material C is created. Material A and B which constitute the Bill of Material (BOM) of material C are then delivered to the subcontracting vendor. You can enter the components manually or determine the components using BOM explosion. The system automatically creates reservation items for MRP-relevant components. The purchase order price is the vendor's subcontracting service. Conditions for subcontract orders can be stored in a subcontractor purchasing info record. You can link service specifications for services to subcontract items. This means that you can provide the vendor with clearly lay out, detailed specifications about performance of the required services. Service specifications are only intended for information purposes, in other words, they do not have an effect on an item’s value. The components at the subcontractor's site are managed in a special stock for the vendor. This stock is valuated and available for MRP. It is not allocated to a specific storage location. Components can only be withdrawn from the stock of material provided by the vendor. You can monitor the stocks of provided materials by means of evaluations. Finally a Goods Receipt is posted when material C is received from the vendor. Points to Consider 1. A material can be sent for subcontracting at any stage in the manufacturing process 2. Material to be received after subcontracting should have a different material code, than the components issued. 3. Routing can be used for external processing but not subcontracting. 4. Transfer Posting can be used to transfer scrap component back to the manufacturing location.

Sadbhav/Symphony/SEE


VC: Vendor Consignment By using the consignment process for procurement, the supplier provides the material and stores it at site of the procuring party. The supplier maintains the legal owner of the material until it is withdrawn from the consignment stores. By using the consignment process for procurement, the supplier provides the material and stores it at site of the procuring party. The supplier maintains the legal owner of the material until it is withdrawn from the consignment stores. Payment for consignment stock is only required in case the material is withdrawn. For this reason, the supplier is informed of withdrawals of consignment stock on a regular basis. • Business Benefits • Store supplier goods at own warehouse • Access goods at any time

• Hold billing process until the goods are withdrawn from the warehouse • Return goods to the supplier if they are not needed • Streamline procurement processes in an efficient and cost-effective manner • Ensure highly automated processes • Reduce manual effort greatly

• Key Process Flows • Manage purchase orders • Manage goods receipts • Manage stock • Settle consignment

MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents 1. 2. 3. 4. 5. 6. 7. 8.

PR-Requisition/Indent PO-Purchase order GI-Goods Inward GS-Goods Sold GR-Goods Returns CS-Consignment Settlement PA-Payment Voucher STK-Consignment Stock

TYPE OF ITEM •

All JIT Material Requirement


VC: Vendor Consignment

Vendor Consignment is a process wherein the supplier provides materials and stocks them in the purchaser’s premises. The material remains in the books of the supplier (vendor) until the same is withdrawn from the stock of the consignment and put to use. The inventory gets transferred to the books of the purchaser only when the same is removed from the consignment stock. The supplier (vendor) would not invoice the purchaser initially when they come into the premises of the purchaser. The purchaser is liable to pay the supplier (Vendor) only when the stock is withdrawn (consumed). SEE/VIC


AST: Asset Purchase Management

MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents • Business Benefits • Store assets with proper identifications • Access assets location at any time • Hold billing process unless assets are put to use • Key Process Flows • Manage purchase orders • Manage assets • Settle assets inventory

1. 2. 3. 4. 5. 6.

PR-Requisition/Indent PO-Purchase order GI-Goods Inward AST-Entry in Asset Master PV-Purchase Voucher PA-Payment Voucher

TYPE OF ITEMS •Vehicles •Machines •Plant, Cylinders •Furniture and Fixtures •Office Equipment •Computer and Peripherals •Items for Staff •Tools and Spares •Electrical items •Intangible assets •Misc assets for project


EPR-Employee Procurement / Non Stock Item Expenses MRP-Direct Material Suppliers or boughtout ROP-Indirect or consumables suppliers NON-Non Stock Item suppliers PROJ-Services or Project suppliers PC-Purchase Contract suppliers SUB-Subcontracting Suppliers VC-Vendor Consignment AST-Asset Suppliers EPR-Employee Procurement

Documents Employee Create Expense Request Mangr Sanction Expense Request Accounts Remittance Money Employee Enter Claim Bills Upload Bills for checking/passing Manager Pass Expense Claims Settle Employee Expense Account TYPE OF ITEMS •Water Bottles •Tea •Papers •Marketing Material •Pen/Pencil/Rubber •Staplers and Pins •Tea Cups •Food Plates, spoons •Light Bulbs •Travel, Local Conveyance •Urgent Purchase


Purchase Features

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring SPP-Supplier Portal


PR-Purchase Requisition / Indent This scope item describes employee requisitioning activities. An employee creates a shopping cart. A purchase requisition is generated and converted to a purchase order. When the employee receives the goods, they perform a goods receipt confirmation. This scope item describes employee requisitioning activities. An employee creates a shopping cart for free text material. A purchase requisition is generated and converted to a purchase order. If the value exceeds certain criteria, the purchase order must be approved. When the employee receives the goods, they perform a goods receipt confirmation. Invoice receiving can then be performed.

Business Benefits

Configure flexible workflow based on business requirements

Save central resources for employee requisitioning process

Key Process Flows

Create purchase requisition

Access my purchase requisition (optional)

Copy purchase requisition

Make mass changes to purchase requisitions

Purchase requisition items by accounting assignment(optional)

Approve purchase requisition(optional)

Monitor purchase requisition items(optional)

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund


RFQ-Send Request for Quotation or Price With this scope item, you can quickly create RFQs in system and send them to suppliers via e-mail or as a printed version by mail. The suppliers provide their quotations via e-mail or by mail as well. You can manually create a quotation system using the Manage Supplier Quotations app. By default, a new quotation has the status In Preparation. You select a quotation that you want to award and submit it for approval. After awarding the quotation, the follow-on documents are created in ERP. The quotations that do not meet your requirements must be manually set to Rejected/Completed.

• Business Benefits • Specify individual output channels for suppliers • Reduce the time needed to evaluate proposals from qualified bidders with qualified responses • Key Process Flows • Create a request for quotation and automatically submit it to the corresponding suppliers • Receive the supplier proposals electronically and automatically create supplier quotations • Compare and award the corresponding quotations • Create follow-on documents

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


QO: Enter Supplier Quotations

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


CO: Supplier Comparison and Selection Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


SS: Supplier Selection

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


PO: Purchase Order Dashboard and Reporting


PO: Create Purchase Order

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


PI: Purchase Bill Dashboard and Reporting


AP Invoice, Bill Passing, Purchase Voucher

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


OT-Automated Purchase Outstanding Tracking

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher OT-Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


PA-Payment Entry

Tally Style voucher entry

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher OT-Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


PR: Purchase Return

A purchase return transaction is when the buyer of merchandise, inventory, fixed assets, or other items sends these goods back to the seller. Excessive purchase returns can interfere with the profitability of a business, so they should be closely monitored. There are a number of reasons for RETURNS: •The buyer initially acquired an excessive quantity, and wants to return the remainder •The buyer acquired the wrong goods •The seller sent the wrong goods •The goods have proven to be inadequate in some way A purchase return is usually authorized under a return merchandise authorization (RMA) that is issued to the buyer by the seller. When the buyer packages the goods for return to the seller, it marks the RMA number on the outside of the package, which the seller's receiving department matches against its list of authorized and outstanding RMA numbers before accepting the receipt. When the buyer records a purchase return, it can be either as a credit to its inventory account (if there are few such transactions) or to a purchase returns account (if management wants to segregate this information for further analysis). The offsetting debit is to the accounts payable account.

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher OT-Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


DN: Debit note

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher OT-Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


SA-Supplier Account Reconciliation

SELECT AND KNOCK OFF

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


RG-Purchase Registers


GSTR2/3B-Countrywise Taxation Auto-Reporting GSTR 3B – Purchase Part


SQC-Quality Management for Complaints Against Suppliers This scope item describes the management of complaints against suppliers. The quality engineer captures basic information, informs the supplier, and manages defects and tasks. The quality engineer can capture the root causes identified by the supplier. This scope item describes the management of complaints against suppliers, for example, after delivery of a product. Leveraging quality notifications, the quality engineer captures all complaint-related information including the observed defects. The quality engineer enters immediate actions for documentation purposes and requests a root cause analysis from the supplier. Furthermore, the quality engineer can keep a record of his communication with the supplier. The quality engineer defines tasks either globally at notification level or per defect. The quality engineer assigns one processor to each task. The task is processed and task processors give feedback per task. After having received the supplier's root cause analysis, identified root causes can be assigned to each defect. Finally, the quality engineer reviews each task and closes the notification.

• Business Benefits • Capture complaint details, related defects, causes, and activities in one single place • Manage different types of activities (for example immediate, corrective, and preventive actions) • Assign a person responsible to each action and track action status and outcome

• Key Process Flows • Create quality notification with basic data • Capture defects and document immediate Actions • Define tasks • Execute tasks and document Outcome • Review tasks • Document supplier root cause Analysis • Complete notification


PQC-Quality Management in Procurement This scope item manages quality inspection in procurement: At goods receipt, a good is posted to quality inspection stock and an inspection lot is created based on an inspection plan. The quality technician records the inspection results. The quality engineer then makes a usage decision – for example, accepting or rejecting the material, posting the material to unrestricted stock or blocked stock, or triggering return to the supplier, with the option of posting as a consumed sample. For rejected results, a defect is automatically recorded. The supplier is rated on the quality score defined in the usage decision. With a dynamic modification rule, quality inspections can be tightened, reduced, or skipped based on previous inspection results. You can block the creation of purchase orders or limit the purchased quantity due to quality reasons. By leveraging quality certificates in procurement, you can ensure that suppliers provide the documents if required. •

Business Benefits

Integrate quality inspection activities in the purchasing process

Use inspection plans for quality inspections with dynamic modification, sampling scheme, and material-supplier release

Display open and completed receipts of quality certificates in procurement

Record nonconformities at the right point in time to avoid costintensive reprocessing or unnecessary waste

Key Process Flows

Purchase material from a supplier

Review quality info record

Review inspection plan, optionally with dynamic modification rule and sampling scheme; optionally with inspection method with documents attached

Post goods receipt for purchase order

Review material stock before inspection

Display open inspection lots

Record inspection results

Make usage decision

Review and analyze defects

Review material stock after inspection


SRT: Supplier Evaluation, Performance Monitoring, Rating & Selection This scope item helps you, as a category manager, to determine a supplier’s performance. The scope item does not only evaluate an individual supplier, but rather the whole procurement process. You can evaluate your company’s suppliers to obtain a basis for your business relationship with them and to optimize your supply base. Based on the feedback you gather through questionnaires, you obtain a scorecard for each supplier evaluated. The scorecard helps you to assess a supplier’s strengths and shortcomings and to initiate measures for improvement. Evaluation scorecards also enable you to easily compare suppliers within a peer group. A combined real-time view across operational and questionnaire-based scores provides a holistic view of your supplier’s performance. This scope item provides two different use cases for the category manager: Evaluate supplier performance, and analyze KPIs based on the evaluation. • Business Benefits • Define questionnaires • Create and manage group-based evaluation templates • Analyze scorecards

• Monitor supplier evaluation by questionnaire • Key Process Flows • Evaluate the supplier performance • Analyze KPIs based on the evaluation

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


SRT: Supplier Rating and Selection Dashboard


PTOC-Procure-to-Pay Performance Monitoring For procure-to-pay process performance scenarios, this scope item provides key figures about the duration of certain process steps and event occurrences that were triggered during process execution. With these key figures, you can easily determine the performance and conformity of your purchase processes and quickly discover trends and potential areas of improvement. An overview page is also provided to analyse the procureto-pay performance based on some of the key SCM KPIs and so on. The findings can be shared with the person responsible for process execution in a supply chain organization or the relevant manager. Detailed process information helps them to identify internal sales representatives who can help to resolve issues. Business Benefits • Provides strategic and operational control over end-to-end performance of procure-to-pay processes • Review the current status and trends in the supply chain process performance for different phases of the supply chain processes: PO processing, GRN delivery, and Supplier billing • Benchmark across a number of business attributes, such as supply chain organization, distribution channel, division, supplier, and material Key Process Flows: • Analytical and transactional display of average procure-to-pay lead times (such as the order to invoice lead time, or unblocking time of purchase orders) for the current time period (preconfigured 28 days) and time series for the last 12 months • Display totals for the procure-to-pay process (such as number of critical field changes) for the current time period (preconfigured 28 days) and time series for the last 12 months • Drill down the KPIs according to business attributes, such as scm organization, distribution channel, division, supplier, and material • Drill down to purchase orders and display the processing history of the purchase order • Display aggregated process flows according to business attributes • Share process KPI and process information with person responsible for process execution in a scm organizations

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


Procure-to-Pay Performance Monitoring

Click here to see the document in print mode

You will get complete drilldown for that Material from PR to Voucher entry

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


Analytical Apps for Purchase Reports


Standard Management Reports and Alerts

ALERTS


Customized Management Reports

Documents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

PR-Requisition/Indent RFQ-Request for Quote QO-Supplier Quote CO-Comparison SS-Supplier Selection PO-Purchase order GI-Goods Inward SR-SRNO Entry IQC-Incoming QC GRN-Goods Rcpt Note PI-Purchase Invoice BP-Bill Passing PV-Purchase Voucher Outstanding Tracking PA-Payment Voucher RE-Purchase Returns DN-DebitNote/Refund SA-Supplier A/C Recon RG-Purchase Registers GST-GSTR2/3B Reporting SQC-Supplier Complains PQC-Proc Complains SRT-Supplier Ratings & PM PTOC-Proc Perf Monitoring


Ready to use best practice Benefits MobileERP Business Benefits with Best Practices based system • Reduce cost of operations by using standardized processes delivered by ERP Best Practices • Manage multiple geographies, divisions, subsidiaries, and ledgers with global and country-specific content • Drive operational efficiencies • Comply with regulations • Allow a first-hand experience of ERP with instant guided trials MobileERP Key Competitive Differentiators • Jump-start your ERP implementation with preconfigured, ready-to-run business processes from Best Practices • Simplify your organization across the world with global and countryspecific business processes and reporting


DO-IT-YOURSELF IMPLEMENTATION


Advantages of MobileERP

INVENTORY: •Reduction in Inventory cost. •Reduction in Storage Space. PURCHASE: •Reduction in Purchase Material Costs. •Reduce Order Processing delays & costs •Improve potential vendor list. SALES: •Increased Sales Turnover & Market reach •Reduce Order processing delays & costs •Reduce Marketing Costs. FINANCE: •Better Cash flow management. •e-Payment System = fast transactions. •Reduced payment processing delays •Reduce Accounting Costs. PRODUCTION: •Reduction in scrap, rework & obsolescence costs. •Increased Machine Utilization •Increased Plant Utilization & Capacity •Increased Production Rate •Reduce Production delays & costs

MANPOWER: •Increased Labour Productivity •Increased Manpower Utilization •Increased Manpower Productivity •Increased Manpower availability •Reduced Manpower Costs TECHNOLOGY: •Cut information technology costs •Reduce up gradation / obsolesce cost •Improve Supply Chain Management •Reduce Business Cycle Time DOCUMENTS: •Reduce Storage & Handling space •Reduce Storage & Handling costs •Reduce cost due to paper delays •Reduce paper & printing costs COMMUNICATION: •Reduce Communication costs •Increase Communication frequency MANAGEMENT: •Improved Management information •Improved Management Control •Improved Management Decisions

Profile for Ashish C Shah

SCM: Procure to pay cycle  

SCM: Procure to pay cycle

SCM: Procure to pay cycle  

SCM: Procure to pay cycle

Profile for mobileerp
Advertisement