Issues in MM?

[Former Member]

hi

Cam somebody share their real time MM issues with explanation about the issues and the solution??

In real time exp , anybody explain with critical tickets .. and solutions for the same ??

Like example we have to solve the tickets within 24 hours , 12 hrs , 2 hrs ..etc

Only releated MM without link with other modules like ABAP, SRM..etc , can u explain with some examples ..

?????

Thanks

[BijayKumarBarik · Accepted solution]

Hi,

Real time MM issues or u can say SAP Tickets are nothing but problems or issues raised by the end customer in a company where end users are running SAP project.

When a Ticket is raised, it will be given severity. There are following severities. It may vary from company to company.

Severity 1

Severity 2

Severity 3

Severity 4

The severity will be decided based on the business critical impacts. If there is large impact on the business it will be given 1 severity, if it is having least impact then it will be given 4.

Severity 1 problem tickets should be solved in 8 hours.

Severity 2 problem ticket should be solved in 16 hours.

Severity 3 problem ticket should be solved in 15 working days.

Severity 4 problem ticket should be solved in 30 working days.

Again the no of days or time may vary from one company to another.

All these things will be decided when giving the contract to the IT Company. The agreement is called as "SLA".SLA stands for Service Level Agreement.

For more check the link:

http://www.sap-img.com/general/what-is-maintaining-sla.htm

Regards,

Biju K

[former_member187989]

Some times consultants may miss out important configurations to be done,

This issue is pertaining to FI,

In case of local asset purchase,Consultant forget to assign to g/l acct for CG VAT condtion type transastion key

due to that VAT amount is also got capitalized on posting invoice.

Later reversed invoice after doing config in golden client & testing on quality it is moved to production.

Finally issue issue is sorted out.

Issue will be avoided if proper unit/integeration testing is done for reqd. business process before implementation itself.

SD Auhtorization issue - Post goods issue in VL01N.

Basis consultant given authorization for VL01N transaction but failed to provide authorization for PGI,without PGI

we can't do invoicing,In that critical times super user id comes into play to solve issue temporairly,

later after identify reqd. object using SU53 screen shot issue is sorted after providing authorization.

In this case SD consultant will need to provide authorization object of PGI in vl01n to basis consultant & need to

do proper testing in quality.

MM Subcontracting material issued to vendor,

In standard MB1B transaction in selection screen enter mvmt type,plant,storage location in intail screen,

and purchase order no.

Later after entering material issue qty,batch etc.,

User have changed vendor which is different from p.o vendor.

Challan is also created.

In this case loop hole is user can change vendor & purchase order no,system will issue material stock to vendor

until stock in system.

Vendor & purchase order no. fields were greyed out by config.

Solved issue by reversing challan & reversing material document(done 542 mvmt)

GR subcontracting finished material

While GR material from subcon. vendor partially ,enter p.o no. with item no.,enter gr qty,press enter,click item ok,

then only child material consumption will correctly take place according to BOM,if you don't press enter

then full stock consumption may take place which will create problem for susequent GR's,Hence care should

be taken to check child qty consumption by expanding tree + symbol adjacent to parent material.

I will share more issues in my next replies.

Edited by: Jeyakanthan A on Aug 12, 2010 9:27 AM

[former_member187989]

If an issue is business critical,suppose for example there may be problems while confirming production receipts

due to masters / no costing run etc., which will effect sales invoicing. In that critical time,Directly GR/upload

stock for sales material so that customer can do invoicing,later analyze root cause of problem to solve reqd. issue.

[former_member187989]

Critical issue in MM Subcontracting is

We have problems while reconciling GR material document against challan,later PP consultant pointed out

important thing is don't change Chid BOM consumption quantities for materials sent to vendor until it is completely received.

Because system will take current BOM consumption not actual issued quantity to vendor using MB1B(541 Mvmt).

By adapting this point problem is solved.

[former_member187989]

One critical issue come across in MM is

Exchange rate maintenance for EUR currency is maintained a default value for ex. rate type 'EURX',

intially we thought it is picking ex. rate of ex. rate type 'M.

Eventhough we maintain exchange rate for EUR in purchase order.On GR fi document is not valuated as maintained in p.o.

After analysis it is found that exchange rate for EUR currency should be maintained for exchange rate type 'EURX' for EUR to

INR conversion.

[Former Member]

Usually after GO LIVE, support phase starts where usually the on site support is for 1 month and then sometimes its extended to second month. These two months as the new client has started using the SAP system they anticipate teething issues. I remember at one of our client, they had to input PO's and they wrongly inputted the wrong cost center and did all the GR's and IR's against them so they had to reverse all the documents and then got the cost centers updated and did all the postings again.

The users created materials in wrong material type and then they changed the material type through MMAM.

In beginning there are lots of issues of basis as well, eg. authorization issues, I remember at one of our client, they had 50 branches and user sitting in one branch can see and process documents in any other branch, whereas they had to process documents for there branches only. So basis had to reassign authorization on their roles.

Most of the issue comes when they are not properly trained, so very simple issues are raised, and if poweruser is not smart, then simple questions are raised to you as well.

Edited by: Afshad Irani on Aug 11, 2010 3:17 PM

[Former Member]

hii

I remember at one of our client, they had to input PO's and they wrongly inputted the wrong cost center and did all the GR's and IR's against them so they had to reverse all the documents and then got the cost centers updated and did all the postings again.

????

how it was solved , explain me steps ..

Thanks

[Former Member]

>

> hii
> 
>  I remember at one of our client, they had to input PO's and they wrongly inputted the wrong cost center and did all the GR's and IR's against them so they had to reverse all the documents and then got the cost centers updated and did all the postings again.
> ????
> 
> how it was solved , explain me steps ..
> 
> Thanks

First the IR's were reversed through MR8M, then GR's were reversed through MIGO, Cancellation against Material documents, then PO was unreleased, then in ME22n, the cost center numbers were changed, then all the GR's and IR's were done again for those PO's.

[former_member182609]

If the process completed PO>Goods Receipt>Invoice with wrong cost centre then they need to reverse all the documents.

To cancel invoive document --> Transaction MR8M .It will cancel the invoice document how ever FI team need to clear accounting documents from their side.

Cancel Goods receipt document -->Transaction MBST .

To change cost centre in PO --> ME22N transaction.

Above steps they need to follow to reverce the document.Once change the cost cntre then they can do normal process PO--MIGO Goods receipt --Invoice MIRO

[Former Member]

Consultants without knowledge.

People not willing to spend time to the project.

not listening to the needs.

spending to much time on smallest tiny issues ( like: would like to show the word " supplier" instead of "vendor" in ME21N) a and loosing time to identify the big problems

knowledge transfer - both directions

lack of testing

- Lack of Sponsorship (needed for moral support and decision taking)

- Lack of Project Management (absolutely needed internal & external control of the project)

- Lack of control of Master Data introduced in the system (generates errors in the business process that could be avoided trough correct Master Data standards)

- Lack of Project Scope Definition

- Lack of Change Management: Willingness to stick with "old ways" of doing things even if a valid SAP Business Process allows to get the same Business result without development

- Over-Automation: Make developments to automate special cases that occur one a day, instead of solving them "manually".

- Wrong split of work between internal & external resources: 50/50 is the best for SAP implementations; 10% company and 90% external consulting is usually wrong, resulting in incomplete know-how transfer from the Consulting House to the internal IT department.