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SCM · Fusion · Intermediate

Implementing Manufacturing and Materials Management: From Empty Plant to Costed Work Order

Nineteen modules ending where every implementation is really judged — a reconciled balance sheet

A practical implementation course for SCM functional consultants, manufacturing systems analysts, cost accountants moving into system work, and plant and materials managers on the client side. Vendor documentation lists the setup tasks and shows one happy path. This covers the decisions: how facilities are modelled, how items are defined, and how cost is structured — three choices that cannot be undone once transactions exist. It also covers what breaks in the plant, and the seam between supply chain and finance where this job is actually done. Every module ends with a failure segment and a diagnostic sequence.

SAR 1,300

188 lessons · 2,181 min

What you will be able to do

What you should know first

What you will cover

1. Module 0 · Orientation

How the course works, how to get an environment, and where every later module sits in a real implementation timeline. Names the three modules holding permanent decisions, and explains the checkpoint packs — the thing that keeps you moving when a long dependency chain breaks halfway.

  1. 1How this course works9 min
  2. 2Getting an environment10 min
  3. 3The implementation lifecycle13 min
  4. 4Your setup checklist3 min

2. Module 1 · The SCM Landscape

The application family and how the pieces feed each other, what this course covers and what is adjacent, and the transaction-to-accounting map that traces any physical event on the shop floor to a line in the general ledger.

  1. 1The SCM application family13 min
  2. 2What this course actually covers11 min
  3. 3The transaction-to-accounting mapFree preview15 min
  4. 4Offerings, functional areas and opt-in12 min
  5. 5Navigating the work areas11 min
  6. 6Working on a manufacturing project9 min
  7. 7Lab: enable, locate, and draw the map4 min

3. Module 2 · Security and Data Access

A third security model, not a variation on the other two. Financials keys on ledgers and business units; HCM keys on person security profiles; this keys on security contexts — inventory organization, manufacturing plant, cost organization. Assuming either of the others transfers is the fastest route to a broken configuration.

  1. 1Why this is a third security model11 min
  2. 2The roles a manufacturing project needs12 min
  3. 3Provisioning implementation and business users13 min
  4. 4Security contexts explained12 min
  5. 5Granting inventory organization access11 min
  6. 6Granting plant and cost organization access12 min
  7. 7Segregation of duties on the shop floor10 min
  8. 8What breaks12 min
  9. 9Lab: build the access grid for two plants5 min

4. Module 3 · Enterprise Prerequisites and Locations

The enterprise layer this all sits on — ledger, legal entity, profit center business unit, geographies, locations — and what to do when Financials is not implemented yet. Contains one checkbox that, left unticked, surfaces as an unexplained failure twelve modules later.

  1. 1What this needs from Financials13 min
  2. 2The minimal enterprise structure14 min
  3. 3The profit center business unit12 min
  4. 4Geographies10 min
  5. 5Locations12 min
  6. 6What breaks9 min
  7. 7Lab: the layer everything sits on5 min

5. Module 4 · Inventory Organizations and Plants

The first flagship. The item master organization is chosen once and never changed — every item ever created is anchored to it. The structure below it determines costing granularity, security scope and every report anyone will run. The module argument: model the physical reality, then check what the model costs you, then simplify.

  1. 1What we are building5 min
  2. 2The decision you cannot undo12 min
  3. 3The organization object model13 min
  4. 4The item master organizationFree preview14 min
  5. 5Organization granularity — how many?14 min
  6. 6Running the facilities design workshop14 min
  7. 7Four worked plant models12 min
  8. 8Creating the item master organization10 min
  9. 9Creating an inventory organization13 min
  10. 10Organization parameters14 min
  11. 11Enabling manufacturing on a plant9 min
  12. 12Subinventory design15 min
  13. 13Locators10 min
  14. 14Inter-organization relationships11 min
  15. 15Proving the structure works10 min
  16. 16What breaks14 min
  17. 17Lab briefing: the Halden Works structure7 min
  18. 18Lab solution walkthrough22 min

6. Module 5 · Units of Measure and Calendars

The two foundations everyone rushes. Both are inputs to every quantity and every date in the system, both are effectively permanent, and both cause problems that look like something else entirely.

  1. 1Why these break things quietly9 min
  2. 2UOM classes and base units11 min
  3. 3Building units and conversions14 min
  4. 4The manufacturing calendar14 min
  5. 5Shifts and workday patterns9 min
  6. 6What breaks7 min
  7. 7Lab: units, conversions and a five-year calendar4 min

7. Module 6 · Quick Setup and the Conference Room Pilot

The accelerators, taught after the manual build so you can fix what they create. Then the conference room pilot as a consulting technique — a working end-to-end demonstration of the client own process, early enough to change the design. It is a skill nobody teaches and every senior consultant uses.

  1. 1Why we built it manually first8 min
  2. 2What quick setup covers9 min
  3. 3Facilities quick setup13 min
  4. 4Verifying what it built12 min
  5. 5The conference room pilot as a techniqueFree preview15 min
  6. 6Running a two-day pilotFree preview12 min
  7. 7What breaks6 min
  8. 8Lab: build it fast, then plan the pilot4 min

8. Module 7 · Items and the Item Model

The second flagship, and the phase where implementations succeed or fail on data rather than configuration. Items are the most numerous, most referenced and most consequential records in the system, and restructuring after tens of thousands exist is a migration. The argument: design the class hierarchy against how the business actually differentiates products, not against a category tree drawn for the website.

  1. 1What we are building4 min
  2. 2Why the item model is permanent12 min
  3. 3The item object model13 min
  4. 4Master versus organization attributes13 min
  5. 5Designing the class hierarchy15 min
  6. 6Item numbering10 min
  7. 7Building item classes13 min
  8. 8Item templates12 min
  9. 9Creating items manually11 min
  10. 10The attributes that matter most14 min
  11. 11Assigning items to organizations11 min
  12. 12Item statuses and lifecycle phases10 min
  13. 13Importing items in bulk14 min
  14. 14Data quality before migrationFree preview12 min
  15. 15What breaks14 min
  16. 16Lab briefing: the Halden item model6 min
  17. 17Lab solution walkthrough18 min

9. Module 8 · Item Structures

Multi-level product structures with correct effectivity, quantities and yield — and why the bill of materials you were handed does not match what the plant actually builds.

  1. 1What a structure is and is not11 min
  2. 2Structure names and effectivity control12 min
  3. 3Creating a structure12 min
  4. 4Components, quantities, yield and scrap13 min
  5. 5Multi-level structures and phantoms13 min
  6. 6Substitutes and reference designators9 min
  7. 7Loading structures in bulk11 min
  8. 8What breaks9 min
  9. 9Lab: three levels, with yield4 min

10. Module 9 · Work Areas, Work Centers and Resources

Modelling the shop floor accurately enough that scheduling works and costs land in the right place. The granularity chosen here determines the granularity of cost analysis forever, which is why the controller belongs in the conversation.

  1. 1Modelling the shop floor12 min
  2. 2Work areas8 min
  3. 3Resources and resource types15 min
  4. 4Work centers13 min
  5. 5Work center resources and capacity14 min
  6. 6Resource calendars and availability11 min
  7. 7The costing connection9 min
  8. 8What breaks8 min
  9. 9Lab: model the floor for two plants4 min

11. Module 10 · Work Definitions

The manufacturing model decision, then work definitions that reflect how the plant actually works rather than how the process document says it does. The work definition drives scheduling, material requirements and the standard cost rollup, making it the most consequential master data object after the item.

  1. 1The manufacturing model decisionFree preview15 min
  2. 2What a work definition contains12 min
  3. 3Work definition names and versions11 min
  4. 4Building operations13 min
  5. 5Operation items and supply types14 min
  6. 6Operation resources13 min
  7. 7Validating against the shop floor12 min
  8. 8Outside processing14 min
  9. 9Loading work definitions in bulk10 min
  10. 10Costing implications10 min
  11. 11What breaks11 min
  12. 12Lab: build the route the plant actually runs5 min

12. Module 11 · Inventory Management

Transacting inventory in every form the plant needs, controlling lots and serials where they are required, and running a count that reconciles. The framing that changes how you configure it: the warehouse is not a filing cabinet, it is a subledger with a forklift.

  1. 1Inventory as a controlled asset11 min
  2. 2Transaction types and reasons12 min
  3. 3Receipts, issues and transfers14 min
  4. 4On-hand, availability and reservations13 min
  5. 5Lot control14 min
  6. 6Serial control11 min
  7. 7Cycle counting16 min
  8. 8Physical inventory11 min
  9. 9Min-max planning and replenishment12 min
  10. 10Period close and what breaks14 min
  11. 11Lab: transact, count and close5 min

13. Module 12 · Receiving

Configuring receiving so material arrives, gets inspected where required, lands in the right place and hits the right accounts. Receiving accuracy is an accounts payable control, not just a warehouse concern.

  1. 1The receiving flow11 min
  2. 2Receiving parameters12 min
  3. 3Routing: standard, inspection, direct14 min
  4. 4Receiving material12 min
  5. 5Inspection and putaway11 min
  6. 6Returns and corrections10 min
  7. 7What breaks8 min
  8. 8Lab: three routings and a rejection4 min

14. Module 13 · Shipping

Configuring shipping so material leaves the building correctly, the documents are right, and cost of goods sold lands where Finance expects it. Ship confirm is the pivotal event — the point ownership transfers and revenue recognition follows.

  1. 1The shipping flow11 min
  2. 2Shipping parameters13 min
  3. 3Pick release and picking rules13 min
  4. 4Pick confirm and staging10 min
  5. 5Ship confirm12 min
  6. 6Shipping documents and transfers10 min
  7. 7What breaks8 min
  8. 8Lab: pick to ship, and plant to plant4 min

15. Module 14 · Work Execution

Work orders end to end — release, execute, transact, complete and close — plus the exceptions that make up most of a supervisor day. Nothing here works without component stock, which is why Module 11 loaded it.

  1. 1Work order types and the execution model12 min
  2. 2Creating and releasing work orders13 min
  3. 3Material availability and reservations11 min
  4. 4The dispatch list12 min
  5. 5Operation transactions13 min
  6. 6Material transactions: issue and backflush14 min
  7. 7Resource transactions10 min
  8. 8Completion, scrap and rework14 min
  9. 9Work order close and exceptions11 min
  10. 10What breaksFree preview14 min
  11. 11Lab: run the plant5 min

16. Module 15 · Cost Accounting Structures

The third flagship, and a different audience — everything before this was a supply chain conversation, this is a finance conversation held in a supply chain system. The vendor documentation states the warning in one line and moves on: once there are transactions, these setups cannot be changed. The argument: the cost structure is a Finance deliverable, so get it signed before you configure it.

  1. 1What we are building5 min
  2. 2The warning nobody readsFree preview12 min
  3. 3The costing object model14 min
  4. 4Choosing a cost method16 min
  5. 5Cost organization design13 min
  6. 6Running the costing design workshop14 min
  7. 7Cost organizations and cost books12 min
  8. 8Cost organization relationships10 min
  9. 9Cost elements and components13 min
  10. 10Cost component mappings11 min
  11. 11Valuation structures and units14 min
  12. 12Cost profiles13 min
  13. 13Expense pools and accounting11 min
  14. 14Quick setup for cost accounting12 min
  15. 15What breaks14 min
  16. 16Lab briefing: the Halden costing design6 min
  17. 17Lab solution walkthrough20 min

17. Module 16 · Cost Planning

Building standard costs from the ground up — material, resources, overhead — rolling them up through a multi-level product and publishing them. The rollup is only as good as the structure and the work definition underneath it.

  1. 1What a standard cost is made of12 min
  2. 2Cost scenarios10 min
  3. 3Standard costs for materials13 min
  4. 4Resource rates13 min
  5. 5Overhead rates16 min
  6. 6Rolling up costs14 min
  7. 7Analysing the rolled-up cost12 min
  8. 8Updating and publishing costs11 min
  9. 9What breaks11 min
  10. 10Lab: roll it up and publish5 min

18. Module 17 · Cost Processing and Close

Processing transactions into accounting, analysing work order variances, closing the period, and reconciling inventory value to the general ledger. The last module tells you how well you did the first fifteen.

  1. 1From transaction to journal12 min
  2. 2Transferring transactions to costing12 min
  3. 3Creating cost accounting distributions13 min
  4. 4Creating accounting11 min
  5. 5Reading the accounting13 min
  6. 6Work order variance analysisFree preview16 min
  7. 7Cost accounting period close12 min
  8. 8Reconciling to the general ledger14 min
  9. 9What breaks12 min
  10. 10Lab: close the period and prove the number5 min

19. Module 18 · Full Implementation Capstone

Two plants, a central store, a three-level product, an outside operation and a one-weekend cutover — from a brief and an empty environment. The longest capstone in the catalogue because the dependency chain is longest, and the only one with a binary pass criterion: your inventory value either agrees to the general ledger or it does not.

  1. 1How the capstone works9 min
  2. 2The client brief20 min
  3. 3Building your project plan14 min
  4. 4Submission and grading7 min
  5. 5Solution walkthrough60 min
  6. 6Common submission mistakes20 min