C_TS422_2023 Exam Dumps - SAP Certified Associate - SAP S/4HANA Cloud Private Edition, Production Planning and Manufacturing

Phantom assemblies in SAP S/4HANA (special procurement type 50, material master MRP 2 viewor BOM item) are virtual components not physically stocked—their BOM is exploded directly into the higher-level assembly. Benefits include:

To simplify the structure of bills of material(A): By treating a group of components as a phantom (e.g., a kit), the BOM avoids an extra level of assembly, reducing complexity in planning and documentation (e.g., one BOM level instead of two).

To reduce the number of changes required in bills of material(B): Changes to a phantom’s components (CS02) automatically propagate to all higher-level BOMs using it, minimizing maintenance effort compared to updating separate subassembly BOMs.

To make the assignment of components easier(D): In production orders (CO01), phantom components are directly assigned to the parent operation, simplifying goods issue and confirmation by eliminating subassembly steps.

To reduce the number of material masters(C) is incorrect—phantoms still require a material master with type (e.g., HALB) and procurement key 50, so the count remains unchanged.To increase the number of planning levels(E) is false—phantoms reduce planning levels by bypassing subassembly production. This is per SAP’s phantom assembly usage.

In SAP S/4HANA, changing the material type (transaction MMAM) is restricted if stocks, reservations, or purchasing documents exist, but it’s allowed under specific conditions:

The quantity and value updates are the same(A): The old and new material types must have identical quantity and value update settings in their valuation areas (configured in OMS2, Material Type Customizing). For example, both must update quantity and value (e.g., "FERT" to "HALB"), or neither (e.g., "NLAG" to "DIEN"). If these differ, the change is blocked due to inconsistencies in stock valuation.

The same base unit of measure is used(C): The base unit (material master, Basic Data 1 view) must remain unchanged between material types. Changing it (e.g., from "PC" to "KG") would invalidate existing stock or document quantities, so the system requires consistency to allow the type change.

The same batch management level(B) (e.g., plant or material level, configured in OMCT) is not a strict requirement—batch settings can differ as long as other conditions are met.The same account category(D) (e.g., General Ledger account determination) influences posting but isn’t a prerequisite—account assignment can be adjusted post-change. This is per SAP’s material type change rules.

In SAP S/4HANA Cloud Private Edition, alternative items in a BOM (transaction CS01/CS02) allow substitution of components based on predefined strategies. These are maintained in the BOM item data (Alternative Item Group and Strategy fields). The available strategies are:

Manual maintenance(C): This strategy (Strategy field: "1" - Manual Maintenance) allows planners to manually select which alternative item to use during production order processing (e.g., in CO02). The system does not automate selection, relying on user intervention based on availability or preference.

100% check(D): This strategy (Strategy field: "2" - 100% Check) ensures that only one alternative item is used per order, with the system checking availability (via ATP) for 100% of the required quantity. If the first item isn’t fully available, it moves to the next in the priority sequence (Priority field).

First in first out (FIFO)(A) is a stock management concept (e.g., in WM or batch determination),not a BOM alternative item strategy.Simultaneous(B) is not a standard strategy—alternative items are sequential or selective, not used simultaneously unless custom-developed. This aligns with SAP’s BOM functionality documentation.

In SAP S/4HANA, the validity of a bill of material (BOM) (transaction CS01/CS02) can be restricted as follows:

By plant(B): BOMs are plant-specific by default (field: Plant in CS01). A BOM created for one plant (e.g., 0001) is not valid in another (e.g., 0002) unless copied or extended (CS07), limiting its applicability to the specified plant.

By period(C): The BOM header (CS02) includes "Valid From" and "Valid To" dates, restricting its use to a specific time range. MRP and production orders only select BOMs valid on the required date, allowing versioning or phase-outs (e.g., engineering changes via ECM).

By material type(A) influences which materials can be included in a BOM (e.g., FERT for finished goods), but it doesn’t limit the BOM’s validity—it’s a material attribute.By material status(D) (material master, Basic Data) can block a material from use, but it affects the material, not the BOM’s validity directly. This aligns with SAP’s BOM management rules.

In SAP S/4HANA, MRP usesbackward schedulingto calculate the basic dates for dependent requirements (e.g., components needed for production). Backward scheduling starts from the requirement date of the finished product and works backward to determine when components must be available. The key time elements considered are:

Planned delivery time(A): This is maintained in the material master (MRP 2 view, field: Planned Delivery Time) for externally procured materials. It represents the time required by the vendor to deliver the material, and MRP uses it to calculate the start date for procurement to ensure the component is available when needed.

In-house production time(D): For materials produced in-house, this is maintained in the material master (MRP 2 view, field: In-house Production Time). It defines the total time required to produce the material, independent of quantity, and MRP uses it to determine the start date of production for dependent requirements.

Total replenishment lead time(B) (MRP 2 view, field: Total Replenishment Lead Time) is an optional field that includes all procurement and production times but is typically used as a fallback or for special cases, not as a standard element in backward scheduling for components.Operation duration(C) is specific to routing data (e.g., setup, processing times) and is considered in detailed scheduling (e.g., production order scheduling), not MRP’s basic date calculation, which relies on material master data. This aligns with SAP’s MRP scheduling logic as per official documentation.

Material Requirements Planning (MRP) in SAP S/4HANA calculates net requirements to determine material shortages or surpluses by comparing the available stock and scheduled receipts against requirements. During this calculation, MRP considers existingproduction orders(A) because they represent firm commitments to produce materials, and their quantities directly influence the availability of components and finished goods. Similarly,planned orders (firmed)(B) are included as they are confirmed planning proposals that have been manually or automatically fixed, ensuring they are treated as reliable supply elements in the net requirement calculation.

Planned orders (unfirmed)(C) are not considered firm receipts because they are still tentative and subject to change during subsequent MRP runs, so they are excluded from the net calculation unless firmed.ATP (Available-to-Promise) quantities(D) are used in availability checks for sales orders, not directly in MRP’s net requirement calculation, which focuses on stock and scheduled receipts rather than promise-based quantities. This aligns with SAP’s MRP logic as outlined in the SAP S/4HANA Production Planning documentation, emphasizing firm supply elements.

SAP’sclean coreapproach for S/4HANA Cloud Private Edition aims for a standardized, upgrade-friendly system. Recommended guiding principles include:

Establish an organizational structure, technical foundation, and transformation methodology for clean core(A): SAP advises setting up a governance structure, technical standards (e.g., extensibility via SAP BTP), and a methodology (e.g., SAP Activate) to ensure clean core adoption, minimizing customizations from the start.

Establish release management(C): Effective release management (e.g., via SAP Solution Manager or SAP Cloud ALM) ensures regular updates are applied smoothly, maintaining a clean core by avoiding conflicts with custom code and leveraging new standard features.

Define roles and responsibilities as part of a process transformation office(E): A dedicated transformation office with clear roles (e.g., process owners, IT architects) oversees clean core adherence, ensuring accountability for standardization and extensibility across teams.

Integrate clean core practices in the end-to-end value process chain(B) is a goal, not a distinct principle—it’s an outcome of other principles.Regular housekeeping tasks(D) (e.g., data archiving) supports operations but isn’t a core clean core principle, which focuses on design and governance. This is per SAP’s clean core strategy.

Planning strategy 40 (Planning with Final Assembly) in SAP S/4HANA (material master, MRP 3 view, Strategy Group: 40) uses planned independent requirements (PIRs) to forecast demand, which are then consumed by actual sales orders. The prerequisite for this consumption is:

A sales order is created(D): In strategy 40, PIRs (entered via MD61) are reduced when a sales order (transaction VA01) is created within the consumption period (defined in MRP 3 view, e.g., Consumption Mode and Period). The system matches the sales order quantity and date against PIRs, reducing them accordingly to align production with actual demand.

MRP creates a dependent requirement(A) occurs downstream for components, not as a trigger for PIR consumption.A sales order is delivered(B) is too late—consumption happens at order creation,not delivery (VL01N).MRP creates a planned order(C) is a result of PIRs or sales orders, not a prerequisite for consumption. This is per SAP’s demand management logic for strategy 40.