Project Sunrise: Molson Coors International, India SAP Implementation - Project Sunrise Module: Controlling

Project Sunrise
____________________________________________________________________________________
Business Blue Print

Molson Coors International, India SAP
Implementation – Project Sunrise
Module: Controlling
June 04, 2019
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Contents
Document History............................................................................................................................5
Introduction......................................................................................................................................6
Implementation Team......................................................................................................................7
Sign-off (Approval) for this document:...........................................................................................8
Glossary...........................................................................................................................................9
Flow Chart Legend......................................................................................................................9
Color Legend...........................................................................................................................9
Shape legend............................................................................................................................9
Text Legend.................................................................................................................................9
Controlling– Organization Structure.............................................................................................10
AS IS Process............................................................................................................................10
Core To-Be Process...................................................................................................................10
Organization elements involved............................................................................................10
Operating Concern.....................................................................................................................10
Controlling Area........................................................................................................................11
Open points............................................................................................................................11
System Controls.....................................................................................................................11
RICEF........................................................................................................................................11
Gaps...........................................................................................................................................11
System Configuration Considerations...................................................................................11
File Conversion Considerations.............................................................................................11
Any Reports required related to current business process.....................................................11
Any Document / Output would be printed for this business process....................................11
Integration aspects.................................................................................................................11
Authorization Considerations................................................................................................12
Controlling– Master Data..............................................................................................................12
AS IS Process............................................................................................................................12
Core To-Be Process...................................................................................................................12
Secondary Cost element............................................................................................................14
Cost element groups..................................................................................................................14
Cost center.................................................................................................................................15
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Cost Center Category.................................................................................................................15

Cost Center Group.....................................................................................................................16
Note: Resource and cost center matrix will be finalized...................................................16
Statistical Key Figure................................................................................................................16
Internal Order.............................................................................................................................17
Types of Internal Order.............................................................................................................17
Internal Order Type...................................................................................................................17
Activity......................................................................................................................................17
Profit Center...............................................................................................................................18
Number ranges.......................................................................................................................18
Open points............................................................................................................................18
System Controls.....................................................................................................................19
System Configuration Considerations.......................................................................................19
File Conversion Considerations.............................................................................................19
Any Document / Output would be printed for this business process....................................19
Integration aspects.................................................................................................................19
Authorization Considerations................................................................................................19
Controlling-Cost Center Accounting (BRD ID: 52.1)...............................................................20
AS IS Process............................................................................................................................20
TO BE Process...........................................................................................................................20
Posting.......................................................................................................................................20
Cost center Planning..............................................................................................................21
Cost Allocation..........................................................................................................................22
Assessment................................................................................................................................22
Interface/Development Requirements...................................................................................22
System Controls.....................................................................................................................22
Controlling- Profit Center Accounting (BRD ID: 54.1)............................................................23
AS IS Process............................................................................................................................23
TO BE Process...........................................................................................................................23
Profit Center...............................................................................................................................23
Profit Center Hierarchy..........................................................................................................24
System Controls.....................................................................................................................24

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Automatic Account Assignment................................................................................................25

Controlling –Internal Order (BRD ID: 50.1).............................................................................25
AS IS Process............................................................................................................................25
TO BE Process...........................................................................................................................25
Document Entry.....................................................................................................................26
Actual Postings..........................................................................................................................26
Accounting Entries....................................................................................................................26
System Controls.....................................................................................................................26
Controlling –Product Costing (BRD ID: 53.1)..........................................................................27
AS IS Process............................................................................................................................27
TO BE Process...........................................................................................................................27
Standard Cost estimate..............................................................................................................29
Cost Component view................................................................................................................29
Costing Variant..........................................................................................................................31
Components of Costing Variant................................................................................................32
Transfer Control.........................................................................................................................32
Costing Sheet.............................................................................................................................32
Costing Run...............................................................................................................................33
Controlling –Process order, WIP and Variance calculation (BRD ID: 53.2, 53.3, 53.4)..............36
Goods Issue to process order.....................................................................................................36
Activity Confirmation/Secondary Cost.....................................................................................36
Process Order Confirmation......................................................................................................36
Overhead Calculation................................................................................................................36
Work in Process.........................................................................................................................37
Result Analysis Key..................................................................................................................37
Variance Calculation.................................................................................................................38
Variance key..............................................................................................................................38
Settlement Process order............................................................................................................38
Settlement profile.......................................................................................................................38
Accounting Entry.......................................................................................................................38
Controlling –Profitability Analysis (COPA) (BRD ID: 54.2).......................................................40

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AS IS Process............................................................................................................................40
TO BE Process...........................................................................................................................40
Costing based analysis...............................................................................................................40
Actual Posting............................................................................................................................41
PA structure...............................................................................................................................42
Document History
Version Release Date Author Reviewed By Change Description /
Comment
1.0 Kanishk Sujit Suman Initial Draft

Kashyap
1.1 Kanishk Sujit Suman Revised after review on

Kashyap 26/04/2019
1.2 Kanishk Sujit Suman Revised on 09/05/2019

Kashyap
1.3 Kanishk Sujit Suman Revised on 04/06/2019

Kashyap

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Introduction
This document contains the proposed blueprint for the SAP Implementation at Molson Coors
International, India; it outlines all the major processes associated within the scope of the
implementation project. The intent of the document is to define the to-be model for some of the
process that have been covered as part of the as-is study conducted during the knowledge
gathering phase.
If there are any functional elements or sub components which are incidental and critical to the
business scenarios of Molson Coors International, India and which is not reflected in this blue
print document, it shall later be added as version changes to this document provided these
changes/functional elements are within the processes mentioned in the original blueprint
document. Those changes will be incorporated if identified by the end of completion of unit
testing phase.
If the changes are identified after the unit testing phase, these would be taken up with the
Steering Committee and evaluated there and will not get included automatically. Please also
note that if there are any additional efforts required to incorporate any such changes that affects
the project timelines or which is outside the scope of the project, the same needs to be mutually
discussed and agreed upon as per the Change Order Terms and Conditions.
This document also highlights the Organization structure that would be mapped to the SAP
system.
The entire document establishes the format for the final blueprint, which would be subjected to
audit by the business representatives for their assessment and approval.
The document is a collaborative effort between the implementation team, business team and
the core team. The document also represents the agreement of the core team to the proposed
processes in individual modules of the project and also of the deviations, where an agreement
needs to reach on the process change.
The process of arriving at the blueprint is as below:
Arrive at “AS-IS” process.
Propose “TO-BE” process, these would either be the Core Business Model (CBM) itself or
would be a deviation from CBM.

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Implementation Team
Name Role Module Organization
Sachin Selot Chief Financial Officer SAP Business Lead MCI India
Trent Krause Head of IT - MCI SAP Project Head MCBC IT
Ramendra Choudhary IT Business Partner SAP Project Lead MCBC IT
Deepak Jammula Tech Lead SAP Tech Lead MCBC IT
Serge Nimmegeers Solution Architect Solution Architect MCBC IT
Nathalie Gendron SAP FICO Lead SAP FICO MCBC IT
George Puscu SAP MM/PP Lead SAP MM/PP MCBC IT
Mihail Dinu Project Manager Project Manager MCBC IT
Dragos Zvincu BI Reporting Lead Reporting Lead MCBC IT
Amit Saini (CC) Core Team Member Finance (FI) MCI India
Manoj Jha Core Team Member Controlling (CO) MCI India
Gordon D’Souza Key User Finance (FI) MCI India
Vivek Sinha Core Team Member Controlling (CO) MCI India
Digvijay Yadav Core Team Member MM & PP MCI India
Manish Saxena Core Team Member Sales & Distribution MCI India
Yogesh Sahni Key User Finance (Brewery) MCI India
Chandershekhar Sawant Key User SAP MM MCI India
Barinder Singh Rana Key User SAP MM (Brewery) MCI India
Shakti Yadav Key User SAP MM (Brewery) MCI India
PK Rajiv Key User SAP FI SD MCI India
Balwinder Sidhu Key User SAP MM (Stores) MCI India
Sujit Suman Project Manager SAP Vital Wires

Arminder Singh Consultant MM Vital Wires
Kanishk Kashyap Consultant FICO Vital Wires
Kamlesh Arya Consultant SD Vital Wires

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Sign-off (Approval) for this document:

Name of Team Member Organization / Role Signatures
Paul D'Silva CEO - Molson Coors India
Jeanne Kate Snr. Director Supply Chain APACA
Daniel Story Finance Director, APACA
Gary Froehlich Hd of Global G&A Sourcg & Proc Dev
Sachin Selot Chief Financial Officer - MCI India
Trent Krause Head of IT - MolsonCoors International
Ramendra Choudhary IT Business Partner - India
Amit Saini (CC) DGM - Finance
Manoj Jha Sr. Manager - Finance
Digvijay Yadav Manager - Supply Chain
Chander Shekhar Sawant Sr. Manager - Logistics and Procurement
Vivek Sinha Sr. Manager - Finance
Manish Saxena Manager - Sales
Deepak Jammula Tech Lead

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Glossary
Flow Chart Legend
Color Legend
SAP foreground SAP background SAP Sub process-

Non SAP process
proces process mandatory
SAP Sub process

optional
Shape legend
Start/End
Decision Document Process
event
Sub -Process
Text Legend
Short Form Full Form
FI Finance
CO Controlling
PO Purchase order
GL General ledger
GR Goods receipt
GI Goods issue
IR Invoice receipt
IV Invoice verification

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Controlling– Organization Structure

TO-BE Document For SAP Implementation at Molson Coors India
Name of Business Process: Organization Structure

Module: Controlling Sub module: Organization Structure
Version Management: This Document is subject to change control. Every change of the document has
to Undergo change control procedure and has to be registered in the following table
Version Change Prepared By Date

1 Initial Kanishk Kashyap 31.03.2019
AS IS Process
Molson Coors India head office is located in New Delhi (HO).Presently cost accounting is done at
corporate level in HO.
There are two legal entities two in MCI India. Molson Coors India Pvt. Ltd and Molson Coors Cobra India
Pvt. Ltd.
Core To-Be Process

In SAP, the organization structure of MCI India is framed with the SAP defined
Organizational units. The organization structure is the basic skeleton frame in SAP which
structures the company, Organizational units, and all other departments essential in
running the business. The following organizational elements are used
 Operating Concern
 Controlling Area
 Company
 Company Code
Organization elements involved

Operating Concern
An operating concern is the highest organizational unit in the Controlling module. It is
commonly used for profitability analysis of products and regions. It is the valuation level for
Profitability Analysis (CO-PA).
Company Description
1000 Molson Coors Brewing Co.

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Controlling Area
The Controlling Area is the business unit where Cost Accounting is carried out. The Company
Code allocated to the Controlling area must use the same operating chart of accounts and the
same fiscal year variant. Each controlling area has a unique standard hierarchy; the highest node is
created when maintaining the Structure. The standard hierarchy of cost centers are attached with
all the cost centers created for a Company code.
Company Description
1000 Molson Coors Brewing Co.
Open points
None
System Controls
 Controlling and Finance activities are get integrated
RICEF
None
Gaps
None
System Configuration Considerations

 Assignment of Company code to Controlling Area
File Conversion Considerations
None
Any Reports required related to current business process

None
Any Document / Output would be printed for this business process

None
Integration aspects
 Finance and controlling will be integrated.

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Authorization Considerations
Will be finalized and handled during realization phase
Controlling– Master Data

Name of Business Process: Master Data
Module: Controlling Sub module: Master Data
AS IS Process
Presently department wise cost center master in maintained in legacy system.
Core To-Be Process

Successful functioning of SAP are dependent on the most important part i.e. Master Data. SAP controlling
master data is broadly classified as under
 Primary Cost element

 Secondary Cost element
 Cost center
 Profit center
 Activity Type
 SKF
Creation of primary cost element

Cost Elements are carriers of costs and revenue, Cost element accounting records and groups the
cost incurred. Cost element accounting describes origin of cost. Cost element is used for
representing specific costs incurred by the organization, where the actual cost was occurred. It
helps to management to track costs according to internal accounting policies.
There are two types of cost elements.
 Primary cost element
 Secondary cost element
A primary cost or revenue elements are those which are created from FI General Ledger Accounts
and impact the financial accounts for example travelling expenses, consumption account, there is no

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primary cost element without general ledger accounts.
'Primary Cost Elements' represent the consumption of production factors such as raw materials,
human resources, utilities, etc. and also sales. Primary cost elements have their corresponding GL
accounts in Financial Accounting (FI). All the expense/revenue accounts in SAP FI Module
correspond to the primary cost elements in Controlling (CO).
A primary cost or revenue element is a cost or revenue-relevant item in the chart of accounts, for
which a corresponding General Ledger (G/L) account exists in Financial Accounting (FI). You can
only create the primary cost or revenue element if you have first defined it as a G/L account in the
chart of accounts in Financial Accounting (FI). At the time of creation of Primary Cost and
Revenue Elements, the system checks whether a corresponding G/L account exists in Financial
Accounting.
In an integrated accounting system such as the SAP, costing relevant data is not required to be
entered separately. This is because each business transaction having financial implication and
relevant to cost accounting, updates real-time the controlling component (such as cost center,
internal order, etc.) with detailed information for the relevant primary cost element via an integrated
cost flow.
For each controlling relevant business transaction two separate documents are simultaneously
generated by the system in SAP for Finance and Controlling modules.
By using Primary Cost Elements it would be possible to transfer Primary costs automatically, on-
line real-time basis to the Controlling module as and when a business transaction having financial
implication and relevant for costing, is booked in Financial Accounting.
The automatic updating of costing records will avoid duplication of effort in compilation and
booking of costs, and would enable a more accurate and reliable analysis of costs. It would also
facilitate reconciliation of cost accounting and financial accounting data with ease.
Since the same naming used for Primary cost elements as for General Ledger Accounts, it results in
increased clarity and visibility of cost heads, and clear establishment of their relationship with
Financial Accounting
Primary Cost Element Cost element
category
Cost from FI,MM,PP 1
Revenue from SD Module 11
Cost from SD module 12
Finalized list will be decided at the realization phase.

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Secondary Cost element

Secondary Cost Elements are those which are created only in controlling and do not affect the
financials of the company. It is used for internal reporting only. The postings to these accounts do not
affect the Profit or Loss of the company.
The following categories exist for secondary cost elements:
1. Internal Settlement: Cost elements of this category is used to settle order costs to
objects in controlling such as cost centers, Internal orders etc.
2. Order/Results Analysis: Used to calculate WIP on the order/project
3. Overhead: Used to calculate indirect costs from cost centers to orders
4. Assessment: Used to allocate costs during assessment
5. Internal Activity Allocation: Used to allocate costs during internal activity allocation
such as Machine Labor etc.
When a secondary Cost Element is created, the system checks whether a corresponding General
Ledger Account already exists in Financial Accounting. If the General Ledger Account exists, the
secondary Cost Element cannot be created in Cost Accounting (CO).
Secondary Cost Element has great importance for CO module. The Secondary Cost Elements
should be of such nature that it can properly allocate or apportion various costs to different cost
objects (Cost Center, Internal order) properly.
Secondary Cost Element Cost element
category
WIP Settlement 31
Internal Settlement 21
Assessment 42
Internal Activity 43
Based on the cost allocation cycle Secondary Cost Elements will be finalized during the realization
phase.
Cost element groups

The Cost Elements (both primary and secondary cost elements) with similar characteristics can be
collected in Cost Element Groups. The Cost Element Groups can be used in the information
system. The Cost Element Groups can be used to process several Cost Elements in one transaction,

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such as in Cost Center Planning, Distribution and Assessment. These groups are also used for report
viewing purposes.
Cost center
Cost Center, the smallest area of responsibility within a company’s overall in organizational structure.
Cost Centers collect direct and indirect charges from financial postings or internal allocations. Only costs
are collected in Cost Centers, revenues are not collected. Cost Center must be assigned to a Standard
Hierarchy structure. Alternative hierarchy structures can be defined to support various reporting
requirements and each Cost Center is assigned to a Company Code and Profit Center.
Cost Center Category

The Cost Center category is an indicator in the Cost Center master data, which specifies the category for
the Cost Center. The Cost Center Category determines the type of activity carried out in the Cost Center.
Cost Center Categories have been used to group similar Cost Centers.
Category Category name

D Dept CCtr
E Development
F Production
G Logistics
H Service cost center
K Marketing
L Management
M Material
O Other Income/Expense
S Social
V Sales
W Administration

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Cost Center Group

A Cost Center Group is an organizational unit storing a group of Cost Centers. Cost Centers with
similar characteristics may be grouped together in Cost Center Group. You can define any number of
Cost Center Groups for valuation, planning and allocation purposes as part of master data
maintenance.
General explanations:
 Cost Center Groups can be created as per business requirements from time to time to suit the
reporting requirements.
 Groups to build cost center hierarchies, which summarize the decision – making, responsibility,
and control areas according to the particular requirements of the organization.
 The individual cost centers from the lowest hierarchical level.
 There must be at least one group that contains all Cost Centers and represents the entire
business organization. This Cost Center Group is described as the standard hierarchy.
 Cost center has to be assigned to a profit center.
 Cost center has to be assigned to the standard hierarchy.
 Provide a validity period for the cost center
For MCI India following cost center master are finalized.
Note: Resource and cost center matrix will be finalized.
Statistical Key Figure

Statistical key figures are measurable values that are applicable to cost centers, profit centers, internal
orders, or processes. An example of a statistical key figure would be the number of employees in the
Transportation cost center who perform activities, such as vehicle maintenance.
Existing Statistical key figures maintained for 1000 controlling Area
Statistical Key Unit Description

P TONN TO Maltings Production Tonnes
PAYR EA Payroll Headcount for Assessments
PERM EA Headcount - Permanent Staff
S TONN TO Maltings Sales Tonnes
TEMP EA Headcount - Temporary Staff
TONNE TO Tonnage

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Internal Order
Internal Order is one of the cost objects available in Controlling (CO) module. An Internal Order is a
flexible CO tool that can be used for a wide variety of purposes to track costs within a controlling
area. Internal order provides capabilities for planning, monitoring, and allocation of costs. Internal
order once created can be referred in raising a Purchase order in the account assignment category.
This is mandatory to capture the costs / expenses on the internal order.
Types of Internal Order

Real Internal Order: Real Internal order collect the cost and can be settled to other cost
objects periodically.
Statistical Internal Order: Statistical order are used to collect and to evaluate costs that cannot
be itemized in detail with cost element or cost center accounting.
Cost will be booked against only one real cost object in Controlling Module (CO). When Cost
Centers are real cost objects, the Internal Order serve as a statistical record. That means no further
settlement from the statistical order. It is achieved by assigning the actual costs to a Cost Center
and statistically to an Internal Order. The costs will then appear under the original Cost Element
both on the Cost center (real costs) and on the Order (statistical, for information purposes only).
Real Internal Order can be settled to other cost object such as cost center, Internal Order, etc.
Internal Order Type

The purpose for which an Internal Order is used can be identified by its Order Type. An Order Type
has a range of default values that are used when a new order is created with a particular Order
Type. Any new order created under an Order Type, results in transfer of certain parameters
(Number ranges, Statistical/Real Order etc.) to the order.
Order type Description
ZAUC Internal order type for AUC
Activity
The Activity Type classifies the specific activities provided by a Cost Center along cost allocation lines.
In an internal activity allocation, the quantity of the activity, such as a number of consulting hours, is
entered into the SAP system (manually or automatically). The system calculates the associated cost
based on the activity price and generates a debit to the receiver and a credit to the sender for both the
quantity and costs. The internal activity allocation is carried out using secondary cost elements, which are

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stored as default types in the activity type master data.
Activity Description
Electricity GriD
Electricity DG
raw Water
Steam
Refrigeration
DM Water
Profit Center
A profit center is a management oriented organizational unit used for internal controlling purposes.
Dividing company up into profit centers allows to analyze areas of responsibility and to delegate
responsibility to decentralized units, thus treating them as “companies within the company”.
The essential difference between a profit center and a business area is that profit centers are used for
internal control, while business areas are more geared toward an external viewpoint.
The master data of a profit center includes the name of the profit center, the controlling area it is assigned
to, and the profit center’s period of validity, as well as information about the person responsible for the
profit center, the profit center’s assignment to a node of the standard hierarchy, and data required for
communication (address, telephone number and so on).
In MCI attached profit centers will be maintained.
Changes to existing organization

 Centralized master data team will maintain the master data.
Number ranges
To be finalized at realization phase.
Open points
 Business team to share finalized list of Cost elements
 Business team to share finalized list of Cost center master.
 Business team to share finalized list of Internal Order master.
 Profit center hierarchy to be finalized.

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System Controls
Controlling and Finance activities are get integrated.
WRICEF/GAPS
 Internal order LSMW
 Cost center LSMW
 Profit center LSMW

 Cost center to be assigned to existing cost center hierarchy.
 Internal order type will be configured.
 Number range for order Type.
 Profit center will be assigned to existing standard hierarchy.

None
Any Document / Output would be printed for this business process

None
Integration aspects
Controlling and finance will get integrated
Will be handled during realization phase.

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Controlling-Cost Center Accounting (BRD ID: 52.1)
Name of Business Process: Cost Center Accounting
Module: Controlling Sub module: Cost center Accounting
AS IS Process
Department wise cost center are maintained in legacy system.
TO BE Process
Cost Centers in a Controlling Area represent a clearly delimited location where costs occur. The
organizational division into Cost Centers can be made on the basis of functional, settlement-related,
activity-related, and/or responsibility-related standpoints.
The Cost Centers are used for differentiated assignment of overhead costs to organizational
activities based on utilization of the relevant areas (cost determination function) and for
differentiated controlling of costs arising in an organization (Cost Controlling Function).
Posting
Direct Posting through FI
While booking the expenses in Financial Accounting (FI), user has to select the respective
cost center. Ex: Annual maintenance fees related to Head office cost center.
Posting through MM
When the account assignment in purchase order is cost center (K), upon goods receipt or
service acceptance, cost will be updated to the respective Cost Center.
Ex: Printing and stationery expenses routed through purchase order with an account
assignment category as a Cost Center.
Posting on Depreciation
Depreciation will be posted periodically from Asset Management Module. While creating an Asset

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master, Cost Center will be assigned to the same, when depreciation program is executed periodically,
the Cost Center will be picked from the Asset master data. If the Asset is transferred from one
location to another, the Cost Center should be changed before executing the depreciation program, so
that the cost of depreciation will be posted to the Cost Center where the asset is transferred.
The systematic and organized maintenance of Cost Centers will make the cost accounting approach
uniform across the various divisions and branches of the organization. Collection and comparison
of costs will become more structured and therefore reports will contain more useful data.
In MCI at each manufacturing plant Department wise, activity wise and brand wise cost center will be
maintained. For non-manufacturing plants department wise and brand wise cost center will be
maintained. Attached is logic for master data creation.
Cost center code nomenclature will be finalized by global master data team.
Cost center Planning

Cost center planning involves entering plan figures for costs , activities , prices or statistical key figures for
a particular cost center and a particular planning period. Then determine the variances from these figures
when you come to compare these plan values with the costs actually incurred.
Cost center planning has the following objectives:

 To plan the structure of the organization’s future operations for a clearly defined time period.
 To monitor efficiency after completion of the settlement period using plan/actual or target/actual
comparisons.
 To provide a basis for the valuation of organizational activities, independent of random fluctuations.
For MCI India
 This feature shall be used by MCI India to plan Cost center and cost element wise costs for the
cost center of each unit.
 At the start of year, as part of corporate plan, all the departments shall give planned cost, cost
element and cost center wise.
 These costs are entered in controlling module by the Costing department.
 Variance: The actual cost which are booked from Financial accounting, materials management,
plant maintenance, production are available each cost centre and cost element wise.
 Also system displays planned values against actual values.
Planner profile
Planner profiles to control the way planning is carried out. In a planner profile, you specify per planning

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area which planning layout is to be used with which default values. Per planning area, you can create as
many planning layouts as you require. The profile item determines the order of the planning layouts within
a planning area and can be used to assign the same planning layout to a planner profile in multiple areas,
but with a different default setting each time.
For MCI existing profile will be used.
Planner Profile Description

ZCCAPLAN COST CENTER PLANNING
Cost Allocation
Cost allocation in SAP shall be done using the procedure of Assessment method. Under this procedure,
the costs collected on a common cost center during the accounting period are allocated to production
cost center receivers. These are indirect allocation methods for which user-defined keys such as
percentage rates, amounts, statistical key figures, or posted amounts provide the basis. These methods
are easy to use as the keys and the sender/receiver relationships are usually defined only once
Assessment
Assessment is a method of internal cost allocation by which the costs of a sender Cost Center is
allocated (transferred) to receiver CO objects (orders, other cost centers, and so on) under an
Assessment Cost Element category 42. The method works according to the keys defined by the
user.
Assessment cycles can be defined as and when required by MCI India users and it will be finalized during
the realization phase.
Interface/Development Requirements
None
Assign cost center to existing hierarchy
System Controls
Controlling and Finance activities are get integrated
Open Points
None
WRICEF/Gaps
None
Document / Output would be printed for this business process
None
Integration aspects
Controlling and Finance will get integrated.

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Will be handled during realization phase
Controlling- Profit Center Accounting (BRD ID: 54.1)
Name of Business Process: Profit center Accounting
Module: Controlling Sub module: Profit Center
AS IS Process
Presently no profit center accounting is done in legacy system.
TO BE Process
Profit Center Accounting (EC-PCA) enables determine profits and losses by profit center using either
period accounting or the cost-of-sales approach. It also lets you analyze fixed capital and so-called
“statistical key figures” (number of employees, square meters, and so on) by profit center
Profit Center
A profit center is a management oriented organizational unit used for internal controlling purposes.
Dividing company up into profit centers allows to analyze areas of responsibility and to delegate
responsibility to decentralized units, thus treating them as “companies within the company”.
The essential difference between a profit center and a business area is that profit centers are used for
internal control, while business areas are more geared toward an external viewpoint.
The master data of a profit center includes the name of the profit center, the controlling area it is assigned
to, and the profit center’s period of validity, as well as information about the person responsible for the
profit center, the profit center’s assignment to a node of the standard hierarchy, and data required for
communication (address, telephone number and so on).

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Profit Center Hierarchy

A profit center group is a hierarchical structure of profit centers. You can use profit center groups to group
profit centers together according to company-specific criteria.
The standard hierarchy is a special form of a profit center group. It has to contain all profit centers
belonging to the controlling area and reflect the organizational structure of Profit Center Accounting.
In MCI India attached hierarchy is finalized.
None
 Assign profit center to existing standard hierarchy
 Assign default profit center
System Controls
 Controlling and Finance activities are get integrated
Open Points
None
WRICEF/Gaps
 Profit center LSMW
None
None
Integration aspects
Will be handled during realization phase.

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Automatic Account Assignment

Automatic assignment occurs during postings in external accounting (with in the FI, MM, or SD
components) if you did not enter a CO account assignment object (cost center, order, or project) for a
cost accounting relevant posting.
In cases, where a default account assignment is to be specified below the company code, then “Account
Assignment Detail” field in OKB9 is used to specify a default CO object per Business area or Profit center
or Valuation area.
Automatic account assignment matrix will be finalized in realization phase.
Controlling –Internal Order (BRD ID: 50.1)
Name of Business Process: Internal order
Module: Controlling Sub module: Internal order
AS IS Process
Presently no internal order accounting is done in MCI India.
TO BE Process
Internal Order Process
 Internal Order will be created for a specific task. It can be decided as real or statistical at the time of
its creation. A Statistical Order will only get the postings as information and the order is not
eligible for settlement process.
 Internal order will be created for asset under construction procurement.
 Created Order need to release for transaction posting.
 All the costs are booked to the respective GL accounts having Internal Order as an
assignment for cost collection purposes.
 A settlement rule is defined for settlement of IO to AUC periodically which can be finally settled to

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fixed asset at the time of capitalization.
Document Entry
System generates the following documents when any expenditure gets posted.
 Financial Accounting Document

 Cost Accounting Document
‘
In MCI India new internal order type will be maintained.
Order type Description
ZAUC Internal order type for AUC
Actual Postings
 Actual postings to an internal order are triggered in real time during transaction entry. In case of
incorrect assignment of a cost to an internal order, reposting can be done to rectify the same.
Accounting Entries
Dr. CWIP Asset Account (Internal Order) 50
Cr. Vendor 50
At time of settlement of Internal order
Dr. Main Asset Account 50

Cr. CWIP Asset Account (Internal Order) 50
None
 Creation of Order Types
 Number Ranges for Order Types. To be finalized at time of realization.
System Controls
Controlling and Finance activities are get integrated
Open Points
None
Gaps
None
None

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None
Integration aspects
Controlling –Product Costing (BRD ID: 53.1)
Name of Business Process: Product Costing
Module: Controlling Sub module: Product Costing
Version Management: This Document is subject to change control. Every change of the document has to
Undergo change control procedure and has to be registered in the following table
AS IS Process
Standard Costing is done for new material. For finished goods cost sheet is maintained to compare
standard and actual cost of production.
TO BE Process
Product Costing, part of the Controlling module, is used to value the internal cost of materials and
production for profitability and management accounting.
Product Cost Planning accesses master data in other components, such as BOMs, recipes, and resource
in Production Planning, and cost centers, activity types, and business processes in Overhead Cost
Controlling.
Costing data within Product Cost Planning can also be made available to other applications. For example,
the standard price in the material master can be updated with the results of cost estimates, and valuate
materials using this new standard price.
MCI India will use Product Cost Planning to determine cost estimates for Finished and Semi Finished
materials. All materials will be maintained at a Standard Price (Price Control – ‘S’) . Manufactured
material (SFG and FG) will have cost estimates. These cost estimates will be used for standard inventory
valuation and for planning purposes.
 MCI India will only use Standard Cost estimate yearly to update prices for Finished and Semi
Finished materials


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 No manufactured FG is procured externally.

 FOR FIFO valuation UK business process (RP9) will be followed where in offline calculation will
be done and on basis of this JV will be made.
 For semi-finished and finished goods user will run the standard cost estimate and then release it
to evaluate the standard price in material master.
 Till the standard price of the material master has not been updated, material will not be used for
production.
Standard Price: Constant price without considering usage or invoice. Material stock valuated at the same
price over an extended period. Price variance is posted to price difference account, not effecting standard
price.
Procedure Stock Stock Value Standard Price
1 Initial situation: 100 200.- 2.00

2 Goods receipt: 100 at 2.40 200 400.- 2.00
3 Invoice receipt: 100 at 2.20 200 400.- 2.00
Stock GR/IR account
1 200.- 3 2
240.- 240.-
2 200.-
Price difference Vendor
2 40.- 20.- 3
220.- 3
Note: The method of valuating the inventory of material is determined at time of creating/extending
material.
Valuation area
Organizational unit dividing up a company for the purpose of valuating stocks in a standardized and
consistent manner
 Level at which material value is managed
 For MCI India, Plants will be defined as valuation area
Cost estimate
Type Purpose Costing type Material master

update
Standard Cost Used for material valuation and in 1 Standard price field in
estimate variance calculation. Actual production Accounting 1 view
costs are compared with standard
costs to determine variances

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Standard Cost estimate

A Standard cost estimate is the most important of all cost estimates. For the Standard cost estimate to be
created, the price control in the Accounting 1 view of the material master should be ‘S’ (Standard Price).
SAP system use Standard cost estimate price to valuate stock and perform variance analysis. The
Standard Cost estimate can be created using the cost estimate with quantity structure functionality.
Standard Cost estimate with quantity structure

A Cost estimate with quantity structure uses the master data in SAP system to determine cost of goods
manufactured and cost of goods sold. The quantity structures are master data items such as material
master, Bill of Material (BOM), Recipe, Cost Centers and Activity types. For a manufacturing Plant, a cost
estimate with quantity structure is the most widely used costing function.
A Cost estimate with quantity structure has following views that help in analyzing cost estimate in different
ways
 Costed Multilevel Bill of Material view
The hierarchical cost estimate view is very detailed (includes all items, components, operations,
overheads etc) and the structure is similar to a BOM.
 Cost Element itemization view

The report lists the calculated costs and contains detailed information on cost origins and cost elements
that make up costs
Standard Cost Estimate for manufacturing Plant is on the following basis:
 BOM(RM/PM/SFG)
 Recipe
 Activity
 Electricity Grid
 Electricity DG
 raw Water
 Steam
 Refrigeration
 DM Water
Cost Component view

The report lists the calculated costs broken down into different components. The cost components break
down the costs of a material across the entire production structure into various groups: Material costs,
Labor costs, Machine costs, Overheads etc
Cost Component Structure

In Product Costing, the costing results are displayed and saved using a structure which is termed as Cost
Component Structure. Cost component structure controls how the results of activity price calculation or
material costing are stored. In the cost component structure, we assign cost elements to cost
components to define a cost component split to our specific requirements. We normally assign a number
of cost elements to a cost component. In Product Cost Controlling (CO-PC), the cost component
structure determines the attributes for passing on the following costs:

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 Material costs passed on to material valuation as the standard price.

MCI India will use existing Cost component structure
Company Code Cost Component structure

3565 B1 (Existing)
3566 B1 (Existing)
Cost Component Cost

Structure component Name
B1 10 Raw Materials
B1 20 Packaging Materials
B1 30 Semi-Finished Mats
B1 40 Finished Materials
B1 50 By Products
B1 60 Dir Wages & Salaries
B1 70 Dir Energy & Fluids
B1 80 Auxiliary Materials
B1 90 Other VIC Operationl
B1 100 Licence Fees
B1 110 Factored Products
B1 120 Std Cost Adjustments

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Costing Variant
All Cost estimates are created with reference to a costing variant. A Costing variant contains important
parameters that drive the costing functionality. Costing Variant is a key that determines how a cost
estimate is performed and valuated.
Costing Variant
Quantity Structure Valuation

Determination Variant
Quantities Prices
Cost of Goods
Manufactured
In a cost estimate with a quantity structure, the costing variant determines the following:
 Which dates are valid for the cost estimate itself and for exploding and valuating the quantity
structure
 How the BOMs and recipes are selected to create the quantity structure
 Which prices are selected to valuate the quantity structure
 How overhead is calculated
 Cost Component Structure
A costing variant is linked to the following control parameters:

 Costing type (which price and valuation view) is to be updated
 Valuation variant (how to valuate materials, internal and external activities, assignment of costing
sheet)
 Date control (date defaults)
 Quantity structure control (BOM and Recipe determination)
 Transfer control (strategy sequences for transfer of the existing cost estimates into one under
calculation).
For MCI India New costing variant will be maintained.
Costing variant Description

ZPC5 MCI India
ZPC6 MCI India Forecasting

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Note: MCI India requires to quarterly update forecasted price. To achieve it Variant ZPC6 will have
costing type 12 and update plan price1 in material master.
Components of Costing Variant

Following are the key components of Costing variant:
Costing type – The Costing type defines the purpose for which the cost estimate can be used. It controls
 To which field in the material master (standard price, planned price etc) the cost should be
transferred
 On what basis the overhead should be calculated
MCI India will use Standard SAP Costing type – 01 for ZPC5 and costing type 12 for ZPC6.
Valuation Variant – Valuation variant controls how the materials and activities in the cost estimates are
valuated. MCI India will valuate all material at standard price and Activities at the Planned price on Cost
Center through transaction code KP26
Date Control – Key that controls the dates for material cost estimates. The system will default current
date as costing from date, last day of current year as costing to date, current date will default into quantity
structure date and valuation date.
Quantity Structure Control - Automatic process by which the system determines the quantity structure
(such as the BOM and recipe) when materials are costed. Production BOM and recipe will always be
selected for Cost estimate
Transfer Control
In this step we define parameters for partial costing. This uses partial costing to prevent the system from
creating a new cost estimate for a material when costing data already exist. Instead, the existing costing
data is simply transferred into the new cost estimate.
 Single-Plant Transfer
If cost estimates for certain materials already exist in the individual levels of the BOM, they are
not recosted. Rather, the existing costing data is transferred into the cost estimate in
accordance with the transfer control.
If you always want to recost, choose the transfer control No transfer.
For MCI if cost estimate for material exist at level of BOM, material will not be re costed
Costing Sheet
The costing sheet combines all parts of the overhead costing, and determines the rules for calculating the
values to be posted.
A costing sheet will be created to capture administrative overheads cost which are not absorbed in the
products as activity cost but are to be considered for inventory valuation.
In the costing sheet, we specify the following:

 The direct costs to which overhead is applied (calculation base)
 The conditions under which overhead is applied (dependency)
 Whether overhead is calculated on a percentage basis or on a quantity basis
 The amount of the overhead percentage or the amount of overhead for each unit of measure

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 The validity period for the overhead

 Which object (cost centre or order) is credited, and under which cost element for actual postings
(credit key)
For MCI India new costing sheet will be maintained.

 Business will share complete list of overhead sheet.
Costing Run
You can use the costing run to process mass data. It enables you to cost, mark, and release more than
one material at the same time
Every processing step involved in costing with quantity structure is performed by the costing run, from the
same screen
Costing run consists of:
 General data (organizational units, selection criteria)

 Selected materials
 Exploded BOMs
 Costing run results
 Price update results
Costing Run – Price update
 Once the cost estimate is carried out, costing results needs to be transferred to material master
for updating prices
 When the cost estimate is ‘marked’, Future Standard price in the material master is updated
 After ‘marking’, Cost estimate is ‘released’. The new released standard price becomes the
‘Current Standard price’ and standard price previously updated in the ‘Current standard price’ is
updated as the ‘previous standard price’
 The existing inventory gets revalued at the new current standard prices and system passes
following accounting entry for revaluation:
Caution
Before releasing a standard cost estimate, make sure that the future standard price is correct, release can
only be done once per period. As soon as the cost estimate has been released for a material in a
company code, you cannot repeat the standard cost estimate, marking or release in this posting period.
Accounting entries
Inventory FG/SFG Dr/Cr
Revaluation Inventory FG/SFG Dr/Cr
Standard price:
 Only one validated standard price per product per period
 The price represents most desired (or most likely) costs
 Costing run at period end will update a new standard price for each FG/SFG
 Base for variance calculation; which is then posted to FI and CO-PA
 Used for stock valuation of finished goods and semi-finished products
 Stored in material master data (accounting and costing view) after releasing the cost estimate

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Future Standard price:

 Stored in material master data (accounting & costing view) after marking the cost estimate
Previous Standard price:

 Replaced standard price by current one due to releasing the cost estimate
 Stored in material master data (accounting & costing view)

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Product Cost Flow

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Controlling –Process order, WIP and Variance

calculation (BRD ID: 53.2, 53.3, 53.4)
Goods Issue to process order

When goods are issued from inventory, a general ledger balance sheet account is credited, and profit and
loss consumption (expense) account is debited. A primary cost element with the same number and
identifier as the inventory consumption is usually created in CO during initial system implementation.
When the system detects a corresponding primary cost element in CO during a posting to General ledger
expense account, a posting to CO cost object is also required.
Activity Confirmation/Secondary Cost

When process order activities are confirmed, the process order is debited, and the production cost center
is credited. There are no FI postings during activity confirmation.
Debit Credit Cost Object
Secondary Cost element XXX Process order
Secondary Cost element XXX Cost center
Process Order Confirmation

Primary Credits occur when process orders deliver Finished / Semi finished good into inventory.
As finished goods are delivered from manufacturing order into inventory, an inventory balance sheet
account is debited, and profit and loss production output account is credited. Because there is a primary
cost element corresponding to the production output account, a CO object is also credited. The finished
goods are delivered from a production order, so the system automatically chooses the production order or
product cost collector to receive the primary credit.
Debit Credit
Stock of SFG/ FG-(Standard Price) XXX
COGM of Finished Good XXX
Raw Material Consumption (Standard Price) XXX
Stock of Raw Material XXX
Overhead Calculation
Overhead calculation is done on the basis of costing sheet maintained in costing variant.
This allocate costs that cannot be traced directly to the cost object. The overhead is allocated to the
process order as a percentage of the direct costs.
Calculation Base
A base is a group of cost elements to which overhead is applied

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Overhead Rate
Overhead rate is a percentage factor applied to the value of the calculation base (group of cost
elements).
Credit Key
During Overhead calculation, a manufacturing order in product cost collector is debited, and a cost center
is credited. The credit key defines which cost center receives the credit.
The system calculates the overhead.
The system makes the following postings based on the overhead calculation:
 Overhead is applied to the cost object
 The cost center (or order) is credited.
The costs are updated under the secondary cost element specified in the costing sheet in the credit.
Work in Process
Result Analysis Key
The RA key is the default value for each order type and plant. It is then added to the order master record
when an order of a particular order type is created. Each order for which work in process (WIP) has to be
created must have a RA key.
The presence of a RA key in the order ensures that the order is included in WIP calculation during period-
end closing. This Result analysis key will be used in Work in Process.
For MCI India standard RA key will be used
RA Key Text
000002 WIP Calculation at Actual Costs
The WIP is the unfinished products whose costs are calculated by the difference between the actual costs
charged to an order and the actual costs credited to the order.
In short work in process is the difference between the debit and credit of an order that has not been fully
delivered. WIP evaluates the unfinished product
At month end, Balance sheet needs to report real position of the company’s assets and liabilities as on
date. we handle those production order which are still under process and not yet completed.
Inventory which is produced is reported under balance sheet as inventory under current asset. In-process
production order is reported under balance sheet as work in progress (WIP)
 Calculation of WIP amount

WIP Amount = total debit in production order – total credit in production order
 Posting accounting entry of WIP
System calculates WIP for all process orders which do not have status of DLV/TECO. In the subsequent

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month once order status changes to DLV/TECO system reverses the WIP calculated in previous month at
time of settlement.
Variance Calculation
Variance key
Variances are calculated on the basis of the variance key shown in the order master record. This entry is
defaulted as follows:
 When you create a material master record, the system proposes a default variance key for that
material master through the plant.
 When you create a production order , process order, or product cost collector for this material, the
system proposes a default variance key through the entry in the material master record.
Variance Key Name

000001 Variance calculation for Process Orders
Total Variance is the difference between total production order debits and credits.
Variance calculation at period end divides the variance into categories, based on the source of the
variance.
Production Variance settled to CO-PA are included at the gross profit margin level.
Variances in the Controlling component (CO) at period-end closing can be due to several causes:
Variance is also taken to COPA for profitability analysis.
Settlement Process order

Settlement profile
The settlement profile configuration determines if the order is settled in full, can be settled, or not, what
receivers are valid, what allocation structure is relevant, along with many other settings. This is the key
piece of settlement configuration that links together other elements like the allocation structure.
Settlement profile Name
PI02 Process order settlement
As a result of settlement
 Earlier calculated WIP is reversed.
 Production variance is settled to material.
Accounting Entry
 At WIP calculation
Work in progress B/S DR
Change in WIP P&L CR
 At settlement
Work in progress B/S CR
Change in WIP P&L DR

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Price different variance FG DR

COGM CR
None
 Costing variant will be maintained for MCI India
 Cost component split will be assigned to company Code.
 Costing sheet will be created.
Number Range
None
Open Points
 Business to share complete list of overhead to finalise overhead costing sheet
WRICEF
Gaps

None

None
Integration aspects

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Controlling –Profitability Analysis (COPA) (BRD ID: 54.2)

Name of Business Process: Profitability Analysis
Module: Controlling Sub module: CO-PA
AS IS Process
In Molson Coors India state wise brand wise and SKU wise profitability is reported.
TO BE Process
Profitability Analysis (CO-PA) enables to evaluate market segments, which can be classified according to
products, customers, orders or any combination of these, or strategic business units, such as sales
organizations or business areas, with respect to your company's profit or contribution margin.
The aim of the system is to provide your sales, marketing, product management and corporate planning
departments with information to support internal accounting and decision-making.
Two forms of Profitability Analysis are supported:
 Costing based
 Account-based.
For Molson Coors Brewing Co. Costing Based COPA is activated.
Costing based analysis

Costing-based Profitability Analysis is the form of profitability analysis that groups costs and revenues
according to value fields and costing-based valuation approaches, both of which you can define yourself.
It guarantees access at all times to a complete, short-term profitability report.
This type of Profitability Analysis is primarily designed to let analyse profit quickly for the purpose of sales
management.
Its main features are use of value fields to group cost and revenue elements.
The advantage of this method is that data is always up-to-date and therefore provides an effective
instrument for controlling sales.
However, since Value fields in Profitability Analysis is not directly linked to GL Accounts in FI it is not
feasible to reconcile FI with Profitability Analysis Reports.

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Characteristics
It identifies the level at which analyses should be performed, such as the sales organization, region,
product, or customer level.
The characteristics in Profitability Analysis represent those criteria according to which we analyse
operating results and sales and profit plan.
The combination of the values for the characteristics in an operating concern is called a Profitability
Segment.
No new characteristic will be defined for 1000 operating concern.

Note: List of existing characteristics will be added in final BBP.
Value fields
Values and key figures should be analyzed, such as revenues, sales deductions, costs, or quantities. It
can only be used in costing-based Profitability Analysis.
These are the fields that contain the currency amounts and quantities to analyse in CO-PA.
They represent the structure of costs and revenues.
New SD condition types will be configured which should be assigned to CO-PA value fields.
Below is the matrix of same.
Actual Posting
Transfer of Billing document
When billing document data is posted, the online transfer function transfers the values directly into
Profitability Analysis.
In the process, it uses the record type F to generate a line item automatically in Profitability Analysis for

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each item on the billing document.

The Sales and Distribution Module (SD) calculates revenues during billing with the help of a pricing
mechanism, and then enters it in the billing document.
If sales deductions are known (granted discounts, planned cash discount), these are also recorded in the
billing document.
In addition, the stock value of the product (cost of goods manufactured for in-house products) can also be
determined
Actual Posting
• Settling Orders
We can settle internal orders ,
These objects are used for various purposes relevant to Profitability Analysis.
We create a settlement rule for the settlement object with a profitability segment as a receiver.
We can enter an assignment to a profitability segment when you create the settlement rule.
PA structure
• Direct Fi Posting
• We use this function to directly post primary postings to profitability segments.
• We can post the actual costs to the original profitability segment.
Existing PA structure assigned to 1000 operating concern will be used for MCI India .
None
 New value fields to be maintained
 Assign SD condition type to Value field
 Assign cost element to PA structure.
Number Range
None
Open Points
WRICEF
Gaps

None

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None
Integration aspects

Project Sunrise: Molson Coors International, India SAP Implementation - Project Sunrise Module: Controlling

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Business Blue Print

June 04, 2019

STATEMENT OF CONFIDENTIALITY / DISCLAIMER

Vital Wires Confidential 1

Cost Center Category.................................................................................................................15

Vital Wires Confidential Page 3

Automatic Account Assignment................................................................................................25

Vital Wires Confidential Page 4

1.0 Kanishk Sujit Suman Initial Draft

1.1 Kanishk Sujit Suman Revised after review on

1.2 Kanishk Sujit Suman Revised on 09/05/2019

1.3 Kanishk Sujit Suman Revised on 04/06/2019

Vital Wires Confidential Page 5

The process of arriving at the blueprint is as below:

Arrive at “AS-IS” process.

Vital Wires Confidential Page 6

Sujit Suman Project Manager SAP Vital Wires

Vital Wires Confidential Page 7

Sign-off (Approval) for this document:

Vital Wires Confidential Page 8

Flow Chart Legend

SAP foreground SAP background SAP Sub process-

SAP Sub process

Vital Wires Confidential Page 9

Controlling– Organization Structure

Name of Business Process: Organization Structure

Version Change Prepared By Date

Core To-Be Process

Organization elements involved

Vital Wires Confidential Page 10

System Configuration Considerations

Any Reports required related to current business process

Any Document / Output would be printed for this business process

Vital Wires Confidential Page 11

Controlling– Master Data

Module: Controlling Sub module: Master Data

Version Change Prepared By Date

1 Initial Kanishk Kashyap 31.03.2019

Core To-Be Process

 Primary Cost element

Creation of primary cost element

Vital Wires Confidential Page 12

primary cost element without general ledger accounts.

Cost from SD module 12

Finalized list will be decided at the realization phase.

Vital Wires Confidential Page 13

Secondary Cost element

The following categories exist for secondary cost elements:

Cost element groups

Vital Wires Confidential Page 14

Cost Center Category

Category Category name

Vital Wires Confidential Page 15

Cost Center Group

For MCI India following cost center master are finalized.

Note: Resource and cost center matrix will be finalized.

Statistical Key Figure

Existing Statistical key figures maintained for 1000 controlling Area

Statistical Key Unit Description

Vital Wires Confidential Page 16

Types of Internal Order