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.
Written by AbdAllah Mohamed
Live cohort · registration open
Live teaching starts 7 December 2026
One hour daily, Sunday to Thursday · 19:00 Riyadh, 18:00 Cairo · 9 weeks
Taught live by an Oracle consultant, with every session recorded for anyone who misses one. Places are limited — we teach these in small groups so questions get answered.
Your access starts the day you enrol, not the day the cohort starts. The written lessons, the quizzes and the final assessment open straight away, so you can come to the first session having already read the ground.
The sessions run online, and the joining details reach you by email before the first one.
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All free lessons in this course · 9 free lessons
EGP 11,500
188 lessons · 304 min
Buying for a team? See seat pricing.
Bundle · save 25%
Oracle Implementation Track
All 4 courses together for EGP 34,500 instead of EGP 46,000.
Includes
- Implementing Cloud Financials: From Empty Pod to Go-Live
- Implementing Global HR: From Enterprise Model to Live Workforce
- Implementing Manufacturing and Materials Management: From Empty Plant to Costed Work Order
- Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue
Who this is for
- SCM functional consultants implementing manufacturing and materials management.
- Manufacturing systems analysts, and plant or materials managers on the client side who live with how the facilities were modelled.
- Cost accountants moving into system work, where the cost structure is a design decision rather than a report.
- Not for you if you are after procurement or order management on their own. This course sits where the plant meets finance.
What you will be able to do
- Model a client physical footprint as inventory organizations, plants, subinventories and locators — and defend the item master decision you only get to make once
- Design an item model — classes, templates, attribute control levels, numbering — that supports the business without collapsing under its own weight
- Build multi-level product structures with correct effectivity, yield and supply types
- Model the shop floor at a granularity that serves both scheduling and cost reporting
- Choose a cost method, cost organization design and valuation structure, knowing none can be changed once transactions exist
- Roll up a multi-level standard cost and explain the breakdown to a controller
- Run work orders end to end, including scrap, rework and the exceptions that fill a supervisor day
- Diagnose why a work order will not complete, in the right order, in under a minute
- Process transactions into accounting, analyse work order variances, and close the period
- Prove inventory value in the subledger agrees to the general ledger — the deliverable that shows the implementation works
- Run a conference room pilot that gets a design signed off
What you should know first
- Basic manufacturing and inventory literacy — you have seen a bill of materials and a work order
- No prior experience of this platform is assumed
- Access to a practice environment. Recommended rather than required — without one the hands-on segments are read-only, and nothing else in the course is affected
- A ledger, legal entity and business unit must exist in that environment, or you must be able to create them. Module 3 covers the minimum if they are missing.
What you will cover
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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.
4 lessons10 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.
7 lessons17 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.
9 lessons24 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.
7 lessons14 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.
18 lessons47 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.
7 lessons14 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.
8 lessons18 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.
17 lessons37 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.
9 lessons16 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.
9 lessons17 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.
12 lessons25 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.
11 lessons22 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.
8 lessons13 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.
8 lessons13 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.
11 lessons22 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.
17 lessons37 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.
10 lessons20 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.
10 lessons19 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.
6 lessons16 min