Intended learning outcomes: Produce an overview on terms such as order promising, order confirmation, order status. Differentiate between order positions for items (to be) delivered and labor (to be) performed.
Continuation from previous subsection (1.2.1).
An order becomes legally binding by order promising and confirmation.
Order promising is the process of making a delivery commitment, i.e., answering the question: When can you ship how much ([ASCM22])?
An order confirmation is the result of order promising.
An order runs through several phases.
Order status is a phase in the carrying out of the order. We can distinguish among four phases:
1. Planning or bid status
2. Order confirmation status
3. Order execution status
4. Billing status (calculation or invoice)
In the first status (planning or bid), the order data represent projections. In the second and third status, they are projections (budgets or cost estimations) that will be replaced gradually with real data. In the fourth status (billing), we find the effective data associated with a concrete order, tapped through some kind of recording of shop floor data.
Figure 1.2.1.1 shows an example of a simple sales order, an order form used by an Internet company. This order is a typical example of a sales order or also simple purchase order in all areas of business.
- The upper portion, the heading, contains customer data and supplier, that is, company data. Order validity date in this case is understood implicitly as the date the order is received by the company.
- The main section of the sales order represents its positions and lists the items to be delivered, that is, their identification and quantities.
- Finally, the footer contains the delivery address.
Fig. 1.2.1.1 Simple sales order form used by an Internet company: status “order.”
Here, the delivery due date is understood to be “as soon as possible.” Thus, with little data a practical order comes about. Because the company usually has the items in stock, this sales order serves as distribution control to the customer. The invoice is usually produced — following delivery — within the same structure. Billing information, in most cases, will correspond to order information. Deviations might occur due to delayed deliveries or backorders.
Figure 1.2.1.2 shows a more complicated example from the service industry, an invoice for auto repair. This invoice is the result of an order that was placed previously within the same structure: usually in verbal, sometimes in written form.
- The heading contains company and customer data, complemented by the delivery date and the characteristic object related to the service (the car). As this is an invoice, the billing date is also given.
- The main section includes order positions for labor performed. The (spare) parts list lists the items used to complete the labor. These items may be listed as in-stock shop supplies or items ordered specially for the job. Quantity and price relate to definite defined units, such as pieces and hourly labor rates. Comments on the invoice aid communication between customer and service provider.
- The footer of the invoice contains specific billing information, such as the total amount, broken down into the various charges, conditions of sales, and sales tax. Bids and order confirmations, or, in other words, the first and second statuses that preceded the billing status, would contain similar data.
Fig. 1.2.1.2 Example of a complex sales order at an auto garage: status “billing.”
Course section 1.2: Subsections and their intended learning outcomes
1.2 Business Objects
Intended learning outcomes: Present business-partner, and order-related business objects in detail. Explain product-related, process-related, and resource-related business objects. Produce an overview on rough-cut business objects.
1.2.1 Customer, Supplier: Business-Partner Objects; Order, Customer Order, Procurement Order, Production Order, Overhead Order: Order-Related Business Objects
Intended learning outcomes: Present in detail the order as a business object. Produce an overview on terms such as customer, supplier, business partner, due date, customer order, procurement order, production order, overhead order.
1.2.1b Order Promising, Order Confirmation, Order Status, Order Header, Order Main Section, Order Footer: Order-Related Business Objects
Intended learning outcomes: Produce an overview on terms such as order promising, order confirmation, order status. Differentiate between order positions for items (to be) delivered and labor (to be) performed.
1.2.2 Item, Component, End Product, Assembly, Raw Material, Spare Part, Item Family: Product-Related Objects
Intended learning outcomes: Produce an overview on business objects such as item, specializations thereof (particularly part and component), spare part and item family.
1.2.2b Product Structure, Bill of Material, Product Family, Product Variant, Commonality: Product-Related Objects
Intended learning outcomes: Explain the product structure and the bill of material. Differentiate between a convergent and a divergent product structure. Describe the concepts of product family, product variant, and commonality.
1.2.3 Operation, Operation Time, Setup, Run Time, Routing Sheet, Critical Path, Interoperation Time, Production Lead Time: Process-Related Business Objects
Intended learning outcomes: Present in detail business objects such as operation, setup and run time. Explain the routing sheet, the critical path, interoperation time and the production lead time.
1.2.3b Production Structure, Product Module, Cumulative Lead Time, Process Plan, Lead-Time Offset: Process-Related Business Objects
Intended learning outcomes: Describe the production structure, the product module, and the cumulative lead time. Disclose the process plan. and the lead-time offset.
1.2.4 Employees, Facilities, Workstation, Production Equipment, Work Center, Capacity, Load, Standard Load, Actual Load: Resource-Related Business Objects
Intended learning outcomes: Produce an overview on terms such as employees, facilities, workstations, production equipment, work center, capacity, load, work-center load. Differentiate between standard load and actual load
1.2.4b Work Center Load, Load Profile, Capacity Utilization, Work Center Efficiency, Rated Capacity: Resource-Related Business Objects
Explain the work-center load and the load profile of a work center. Disclose capacity utilization and work center efficiency. Differentiate between rated capacity and theoretical capacity.
1.2.5 Rough-Cut Product Structure, Rough-Cut Work Center, Rough-Cut Operation, Rough-Cut Process Plan: Rough-Cut Business Objects
Intended learning outcomes: Identify reasons and principles for defining rough-cut business objects. Disclose the rough-cut product structure, the rough-cut work center, the rough-cut operation, and the rough-cut process plan. Explain a way to derive a rough-cut process plan from a detailed process plan.
1.2.5b Bill of Resources, Product Load Profile: Rough-Cut Business Objects
Intended learning outcomes: Describe the bill of resources. Explain a way to establish a product load profile from a rough-cut process plan.