C_TS422_2023 Practice Exam Questions with Answers SAP Certified Associate - SAP S/4HANA Cloud Private Edition, Production Planning and Manufacturing Certification

In SAP S/4HANA, changing the material type (transaction MMAM) is restricted if stocks, reservations, or purchasing documents exist, but it’s allowed under specific conditions:

The quantity and value updates are the same(A): The old and new material types must have identical quantity and value update settings in their valuation areas (configured in OMS2, Material Type Customizing). For example, both must update quantity and value (e.g., "FERT" to "HALB"), or neither (e.g., "NLAG" to "DIEN"). If these differ, the change is blocked due to inconsistencies in stock valuation.

The same base unit of measure is used(C): The base unit (material master, Basic Data 1 view) must remain unchanged between material types. Changing it (e.g., from "PC" to "KG") would invalidate existing stock or document quantities, so the system requires consistency to allow the type change.

The same batch management level(B) (e.g., plant or material level, configured in OMCT) is not a strict requirement—batch settings can differ as long as other conditions are met.The same account category(D) (e.g., General Ledger account determination) influences posting but isn’t a prerequisite—account assignment can be adjusted post-change. This is per SAP’s material type change rules.

In SAP S/4HANA, the MRP planning file (table MDVM, visible via MD05) tracks changes that trigger MRP to re-evaluate a material’s planning situation. Entries are created when:

Changing the procurement type in the product master(C): The procurement type (material master, MRP 2 view, field: Procurement Type) determines whether a material is produced in-house ("E"), procured externally ("F"), or both ("X"). Changing it (e.g., via MM02) affects how MRP generates planned orders or purchase requisitions, so an entry is added to the planning file (e.g., NETCH or NETPL indicator) to prompt recalculation.

Changing the stock in inventory management(D): Any stock change (e.g., goods receipt via MIGO, goods issue via MB1A) updates the available stock (MD04). This triggers an MRP planning file entry because it alters the net requirements calculation, requiring MRP (MD01/MD02) to reassess supply versus demand.

Changing the delivery address in transportation management(A) affects logistics execution (e.g., shipment documents), not MRP planning directly—no entry is created.Changing the storage bin in warehouse management(B) (e.g., via LT10) is a WM-level movement that doesn’t impact MRP unless stock quantity changes, which falls under (D). This is per SAP’s MRP planning file logic.

For a make-to-order (MTO) scenario in SAP S/4HANA without forecasting, where components have different procurement behaviors:

Choose planning strategy 20 (Make-to-Order) and select the corresponding Individual/Collective indicator(D): Strategy 20 (material master, MRP 3 view, Strategy Group: 20) is pure MTO, where production is triggered by sales orders (VA01) without PIRs—fitting the "no forecasting" requirement. TheIndividual/Collective indicator(material master, MRP 4 view, field: Ind./Coll.) is set to "1" (Individual Requirements) for the component procured per sales order, generating separate dependent requirements per order, and "2" (Collective Requirements) for the component procured jointly, aggregating requirements across all orders into a single planned order or requisition.

Planning strategy 50 (Planning without final assembly)(A, C) relies on PIRs for subassemblies, conflicting with the "no forecasting" condition.Mixed MRP indicator(B, C) (MRP 4 view) applies to mixed MTS/MTO scenarios (e.g., strategy 11), not pure MTO, and doesn’t address the individual/collective split directly. Strategy 20 with the indicator meets SAP’s MTO configuration standards.

In SAP S/4HANA, when a raw material batch has a quality deviation and has been used in production, you can trace its impact on finished goods using batch management tools:

Use the Batch Information Cockpit(B): The Batch Information Cockpit (transaction BMBC) provides a centralized view of batch data, including where-used information. By entering the raw material batch number, you can trace its usage through production orders (e.g., CO03) to identify all affected finished goods batches in stock (e.g., via the "Batch Usage" tab).

Use the batch where-used list(C): The batch where-used list (transaction MB56 or embedded in MSC2N, "Batch Usage" function) tracks a batch’s consumption across production orders or material movements (e.g., goods issue 261). It shows the hierarchy from the raw material batch to finished goods batches, pinpointing affected stock (e.g., in MMBE).

Batch determination(A) (e.g., in COB1) is for selecting batches during production or sales, not tracing past usage.Batch derivation(D) (Customizing, Logistics - General > Batch Management > Derivation) transfers batch attributes from raw to finished goods but doesn’t identify affected stock retrospectively—it’s a forward process. This is per SAP’s batch traceability features.

In SAP S/4HANA, a production order (transaction CO01) requires a valid production version (material master, MRP 4 view). If none can be selected, possible reasons include:

The order lot size is NOT within the validity range of a production version(A): Each production version specifies a lot size range (e.g., 100-1000 units). If the order quantity (entered in CO01) falls outside this range, the version is invalid, and the system cannot select it.

All production versions for the material are locked(C): If production versions are locked (MRP 4 view, field: Lock indicator), they are excluded from planning and order creation, even if otherwise valid, preventing selection.

NO production lines assigned(B) is irrelevant—production versions link BOMs and routings, not production lines (a repetitive manufacturing concept).NO BOMs assigned(D) would invalidate a version, but the system checks BOM validity within the version, and this is typically caught during version creation (C223), not order creation. This is per SAP’s production version validation rules.

In SAP S/4HANA PP/DS, theFinite Scheduling with Reversestrategy (configured in the strategy profile, transaction /SAPAPO/CDPSC11) schedules operations backward from a fixed end date, respecting finite capacity. To allow scheduling in the past (e.g., before today’s date):

Specify a negative offset time(A): In the strategy profile (Detailed Scheduling tab, field: Scheduling Offset), a negative value (e.g., -2 days) shifts the scheduling reference point into the past. This allows operations to be scheduled before the current date, accommodating scenarios where late planning or historical adjustments are needed, while still respecting capacity constraints.

Negative opening period(B) isn’t a standard PP/DS parameter—it’s a production order term (MRP 2 view) for order start buffers, not scheduling control.Negative planning horizon(C) (Planning Horizon in /SAPAPO/CDPSC11) defines the future planning scope, not past scheduling.Negative PP/DS horizon(D) refers to the PP/DS planning horizon (Customizing), which limits planning scope forward, not backward. This is per SAP’s PP/DS scheduling configuration.

In SAP S/4HANA, a material availability check ensures components are available before production proceeds. This check can be triggered automatically:

By order release(C): When a production order is released (transaction CO02 or mass release via CO05N), the system can perform an availability check based on settings in the order type-dependent parameters (Customizing: Production > Shop Floor Control > Define Order Types). The "Availability Check" field (e.g., "2 - Check at Release") triggers this automatically, ensuring materials are reserved or shortages are flagged.

By mass processing(D): Using transaction COHV (Mass Processing of Production Orders), planners can execute availability checks for multiple orders simultaneously. The function "Check Material Availability" can be scheduled or run manually, automating the process across orders.

By capacity planning(A) focuses on work center capacity, not material availability.By order confirmation(B) may trigger a check for remaining quantities, but it’s not a standard automatic trigger point—it’s more relevant for backflushing or goods issue. This is outlined in SAP’s production order management documentation.

In SAP S/4HANA Cloud Private Edition, tracking materials with varying characteristics across manufacturing processes and logistics requires:

Batch management(D): Batch management (activated in material master, MM01, General Plant Data/Storage view, field: Batch Management) assigns unique batch numbers to materials (e.g., via MSC1N). It tracks characteristics (e.g., viscosity, color) via classification (CL02, linked in MSC2N), ensuring this information is available in all logistics areas—production (e.g., CO11N goods issue), inventory (MMBE), and sales (VA01 batch determination). This is ideal for materials like chemicals with process-specific traits.

Process order management(A) (COR1) executes production but relies on batch management for characteristic tracking—it’s not the tracking tool itself.Engineering change management(B) (CC01) manages design changes, not runtime characteristics.Quality management(C) (e.g., QA01) inspects batches but doesn’t track characteristics across logistics—batch management underpins it. This is per SAP’s batch management capabilities.

In SAP S/4HANA, the Kanban process links supply and demand sources via thecontrol cycle(transaction PKMC). Required information includes:

Replenishment strategy(C): In the control cycle (PKMC, field: Replenishment Strategy), you define how replenishment occurs (e.g., "0001" for in-house production, "0003" for external procurement, "0002" for stock transfer). This strategy specifies the supply source (e.g., production, vendor) and how it meets demand at the Kanban bin.

Production supply area(D): The PSA (defined in Customizing, transaction PK05, and assigned in PKMC) represents the demand source—where the material is consumed (e.g., a specific production line). It connects the Kanban bin to the supply source (e.g., storage location or work center).

Routing(A) (CA21) details operations for production but isn’t directly maintained in the control cycle—it’s referenced via the production version.Work Center(B) (CR02) is linked indirectly via the PSA or production version, not a direct control cycle field. This is per SAP’s Kanban configuration.

In SAP S/4HANA repetitive manufacturing,line loadinginvolves planning production quantities and capacities across production lines. Options include:

Run MRP with quota arrangement(B): MRP (MD01/MD02) with a quota arrangement (MEQ1, marked MRP-relevant) distributes production quantities across multiple production lines (production versions) based on predefined quotas (e.g., 60% Line A, 40% Line B). This plans quantities and implicitly considers capacity via the linked work centers, visible inMF50.

Run PP/DS heuristics for repetitive manufacturing(D): PP/DS heuristics (e.g., SAP_PP_002 in /SAPAPO/CDPSB0) plan both quantities (e.g., creating planned orders) and capacities (e.g., finite scheduling on production lines) for REM scenarios. This integrates detailed scheduling with line loading, optimizing resource use.

Assign planned orders manually in the planning table(A) (MF50) adjusts existing quantities but doesn’t inherently plan capacities—it’s a manual tweak.Run MRP with automatic selection of production version(C) selects one version (e.g., via alphanumeric order), planning quantities but not dynamically balancing capacities across lines. This is per SAP’s REM planning options.

In SAP S/4HANA PP/DS, restricting planners to specific resources for planning is achieved through:

Use a resource group(A): Resource groups (defined in /SAPAPO/RES_GROUP or Customizing) aggregate specific resources (e.g., work centers from CR02 flagged for PP/DS). Planners can be assigned to a resource group via authorization profiles (PFCG),limiting their planning scope in tools like the Planning Board (/SAPAPO/CDPS0) or Product View (/SAPAPO/RRP3) to only those resources, ensuring controlled access.

Use a planning group(B) isn’t a standard PP/DS term—MRP groups exist in classic MRP, but not for resource restriction in PP/DS.Use a propagation range(C) (in /SAPAPO/CDPSC11) defines the scope of planning changes (e.g., horizon), not resource access.Use a planning area(D) (e.g., in APO) organizes data but doesn’t restrict resource-specific planning—it’s more for data segmentation. Resource groups align with SAP’s PP/DS security model.

In SAP S/4HANA Cloud Private Edition, supporting aGood Manufacturing Practice (GMP)compliant production process (common in industries like pharmaceuticals) involves features to ensure traceability, quality, and regulatory adherence:

Digital signature(A): SAP supports digital signatures (configured in Customizing, Cross-Application Components > General Application Functions > Digital Signature) for critical process steps (e.g., order release in CO02 or confirmation in CO11N). This ensures authorized personnel approve actions, meeting GMP requirements for accountability andaudit trails.

Recipe approval(C): In process manufacturing, recipes (process orders use Production Process Models or Master Recipes, transaction C201) require approval (status change, e.g., from "Created" to "Released" via ECM or C202). This ensures only validated production instructions are used, a key GMP compliance step.

Batch record(E): The electronic batch record (EBR, transaction COEBR or integrated in process order management) documents all production details (e.g., materials, quantities, quality checks). It’s mandatory for GMP to provide a complete, auditable history of each batch (configured via process order settings).

Approved resources(B) isn’t a standard SAP term—resources (work centers, CR02) can be quality-checked, but approval is process-driven, not a distinct feature.GMP-compliant flag(D) doesn’t exist as a specific field—GMP compliance is achieved through process controls, not a single indicator. This is per SAP’s GMP support documentation.

SAP’sclean coreapproach for S/4HANA Cloud Private Edition aims for a standardized, upgrade-friendly system. Recommended guiding principles include:

Establish an organizational structure, technical foundation, and transformation methodology for clean core(A): SAP advises setting up a governance structure, technical standards (e.g., extensibility via SAP BTP), and a methodology (e.g., SAP Activate) to ensure clean core adoption, minimizing customizations from the start.

Establish release management(C): Effective release management (e.g., via SAP Solution Manager or SAP Cloud ALM) ensures regular updates are applied smoothly, maintaining a clean core by avoiding conflicts with custom code and leveraging new standard features.

Define roles and responsibilities as part of a process transformation office(E): A dedicated transformation office with clear roles (e.g., process owners, IT architects) oversees clean core adherence, ensuring accountability for standardization and extensibility across teams.

Integrate clean core practices in the end-to-end value process chain(B) is a goal, not a distinct principle—it’s an outcome of other principles.Regular housekeeping tasks(D) (e.g., data archiving) supports operations but isn’t a core clean core principle, which focuses on design and governance. This is per SAP’s clean core strategy.

In SAP S/4HANA Cloud Private Edition, theKanban processmanages material replenishment using control cycles (transaction PKMC). Supply sources are configured as follows:

Use run schedule quantities for in-house production(A): For in-house production, the Kanban control cycle (PKMC) can specify a production supply area and a production version (MRP 4 view). When a Kanban is set to "Empty," the system generatesrun schedule quantities(planned orders in repetitive manufacturing, confirmed via MFBF), replenishing stock from the production line.

Use stock transfer reservations for stock transfer(B): For stock transfer between storage locations, the control cycle defines a replenishment strategy (e.g., "0002" - Stock Transfer). When triggered, astock transfer reservation(visible in MB23) is created to move stock from a source storage location to the Kanban bin, managed via goods movement (e.g., MIGO).

Use purchase orders for external procurement(C): For external procurement, the control cycle links to a scheduling agreement or contract (ME31K). Setting a Kanban to "Empty" generates apurchase orderor schedule line (visible in ME38), triggering replenishment from the vendor.

Use quotations(D) isn’t a standard Kanban supply source—quotations (ME47) are pre-procurement documents, not direct replenishment triggers.Use purchasing costs for automated source prioritization(E) isn’t a Kanban feature—source selection is manual or via control cycle settings, not cost-based automation. This is per SAP’s Kanban setup documentation.

In SAP S/4HANA, the goal is to plan in-house production of a semi-finished material using planned independent requirements (PIRs), with those PIRs consumed by dependent requirements from the finished good’s production:

Planning at assembly level (70)(D): Strategy 70 (material master, MRP 3 view, Strategy Group: 70) is designed for subassemblies or semi-finished materials. PIRs are entered for the semi-finished material (MD61), triggering in-house production (planned orders via MRP). When a sales order for the finished good is received, the dependent requirements (from BOM explosion) consume these PIRs within the consumption period (MRP 3 view), aligning production of the semi-finished material with higher-level demand.

Assembly processing with production orders (82)(A) is an MTO strategy tied to sales orders, not PIRs.Planning with final assembly (40)(B) applies to finished goods, where PIRs are consumed by sales orders, not dependent requirements of semi-finished items.Production by lot size (30)(C) focuses on lot-size-based production without consumption logic. Strategy 70 is explicitly designed for this scenario per SAP documentation.

To enable capacity availability checks for production orders in SAP S/4HANA, specific settings ensure the system evaluates work center capacity:

The Relevant for Finite Scheduling indicator must be set(A): In the work center (transaction CR02, Capacity tab, field: Relevant to Finite Scheduling), this indicator must be activated. It ensures the system considers capacity limits during scheduling and availability checks, treating the work center as finite rather than infinite.

An overall profile must be assigned in the checking control(D): In Customizing (Production > Shop Floor Control > Operations > Capacity Planning > Define Checking Control), the checking control links the order type and plant to an overall profile (e.g., SAPSFCG013). This profile (defined in Capacity Planning Customizing) specifies how capacity is checked(e.g., scope, tolerances) during order release or creation.

The scope of check(B) is part of the overall profile, not a separate setting in this context.A checking rule in work centers(C) applies to material availability or ATP checks, not capacity checks, which rely on the capacity profile and finite scheduling settings. This is detailed in SAP’s capacity planning documentation.

In SAP S/4HANA Advanced Planning (PP/DS),peggingis a key concept that links supply (receipts) to demand (issues) across the production structure. It is defined as:

An evaluation that is ordered according to the bill-of-material structure of all related products and represents the relationship between the receipt and the issue elements(A): Pegging (visible in /SAPAPO/RRP3 or Product View) assigns receipt elements (e.g.,planned orders, stock) to issue elements (e.g., sales orders, dependent requirements) based on the BOM hierarchy. It follows the BOM structure (top-down or bottom-up) to ensure each demand is covered by a specific supply, maintaining traceability and sequence (e.g., fixed or dynamic pegging).

Option B (overstock situations) relates to stock analysis, not pegging’s core purpose. Option C (network structure) is inaccurate—pegging uses BOM, not a network, and focuses on assignment, not just coverage. Option D (shortages) is a result of planning, not pegging’s definition, which is about linking, not identifying gaps. This aligns with SAP’s PP/DS pegging documentation.

In an SAP S/4HANA Cloud brownfield project,clean core principlesemphasize minimizing customizations, leveraging standard processes, and ensuring extensibility. SAP Signavio tools support process remodeling:

SAP Signavio Process Governance(C): This tool (part of the Signavio suite) enables process execution and monitoring, ensuring compliance with redesigned standard processes. It supports workflow automation and governance, aligning remodeled processes with clean core by enforcing best practices and reducing custom code.

SAP Signavio Process Manager(D): This tool is used for process modeling and documentation (e.g., BPMN 2.0). It allows the customer to redesign existing processes visually, map them to S/4HANA standard capabilities, and identify deviations, supporting a clean core approach by aligning with SAP’s reference processes.

SAP Signavio Process Insights(A) provides analytics on current process performance (e.g., bottlenecks), not remodeling.SAP Signavio Process Intelligence(B) focuses on process mining and data-driven insights, not direct remodeling. This is per SAP’s Signavio and clean core documentation.

Simple discontinuation in SAP S/4HANA (material master, MRP 4 view, fields: Discontinuation Indicator, Effective-Out Date, Follow-Up Material) replaces a discontinued component with a follow-up material when stock is depleted. If the available stock is zero and the discontinuation date is in the past:

Material requirements planning(C): MRP (MD01/MD02) is affected because it checks the discontinuation settings. When stock is zero and the effective-out date has passed, MRP stops generating requirements for the discontinued material and creates them for the follow-up material instead (visible in MD04). This ensures planning continuity with the replacement.

Backflushing(A) (e.g., during CO11N) uses existing stock or reservations, not directly impacted by discontinuation unless stock is unavailable—but it’s a downstream process.Kanban(B) relies on replenishment triggers, not discontinuation logic, though stock-outs could disrupt it indirectly.Production order release(D) (CO02) checks material availability, but discontinuation is handled in MRP, not at release. This is per SAP’s discontinuation process.