SAP C_TS422_2023 SAP Certified Associate - SAP S/4HANA Cloud Private Edition, Production Planning and Manufacturing Exam Practice Test

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, 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 classic MRP within SAP S/4HANA, scheduling agreements can be leveraged to automatically generate schedule lines for external procurement when a material shortage occurs. To enable this, the scheduling agreement must be maintained in thesource listand marked asMRP-relevant(B). This is done in transaction ME01 (Maintain Source List), where the scheduling agreement number is entered, and the "MRP" indicator (field: Source List Usage in MRP) is set to "1" (Relevant for MRP). This ensures MRP recognizes the agreement as a valid supply source.

Additionally, on the initial screen of the MRP run (e.g., transaction MD01 or MD02), you mustset the creation indicator for delivery schedule lines(C) to "1" (Create Schedule Lines). This parameter (field: Create Purchase Reqs) instructs MRP to generate schedule lines directly against the scheduling agreement instead of purchase requisitions. Option A (purchase requisitions) would create requisitions instead of schedule lines, which is not the goal. Option D (quota arrangement) is an alternative sourcing method but not required for scheduling agreements in this scenario.

Dependent requirements in SAP S/4HANA represent the demand for components or assemblies triggered by the production of higher-level materials. These arecreated on assembly level during the planning run(B) in classic MRP when the system explodes the bill of material (BOM) of afinished product or assembly, calculating requirements based on independent requirements (e.g., sales orders or planned independent requirements) and the BOM structure. This occurs in transactions like MD01/MD02, where MRP generates dependent requirements for all relevant levels.

InAdvanced Planning (PP/DS), dependent requirements arecreated with exact times(C) due to the detailed scheduling capabilities of PP/DS. Unlike classic MRP, which uses daily or weekly buckets, PP/DS schedules requirements with precise timestamps, aligning them with production and procurement timelines. Option A is incorrect because dependent requirements are derived from independent requirements, not created simultaneously. Option D is false, as dependent requirements apply to any BOM structure, not just multilevel ones.

Before creating a bill of material (BOM) in SAP S/4HANA (transaction CS01), certain prerequisites must be clarified:

Is the material type allowed in the BOM?(B): The material type (material master, MM01) determines whether a material can be used in a BOM. For example, "FERT" (finished goods) or "HALB" (semi-finished) are typical header materials for production BOMs, while "ROH" (raw materials) are components. This is configured in Customizing (Logistics - General > Material Master > Define Attributes of Material Types), and the system checks this during BOM creation.

What status does the BOM have?(D): The BOM status (CS01, header data, field: BOM Status) must be defined—e.g., "1" (Active) for production use or "2" (Inactive) for testing. This status controls whether the BOM can be used in MRP or production orders, and it must be decided upfront to ensure correct application.

In which storage location is the BOM required?(A) is irrelevant—BOMs are plant-specific, not storage-location-specific (storage location is relevant for stock, not BOM structure).Which base unit of measure does the material have?(C) is important for component quantities but is a material master attribute (Basic Data view) checked during entry, not a pre-creation question. This is per SAP’s BOM creation process.

When a new MRP-relevant material in SAP S/4HANA supports both in-house production and external procurement (procurement type "X" in the MRP 2 view), MRP defaults to a specific behavior unless overridden by additional settings (e.g., source list, quota arrangement). By default,the MRP run assumes in-house production(B). This is because SAP’s standard logic prioritizes in-house production (procurement type "E") over external procurement ("F") when both are possible,unless a valid source of supply (e.g., scheduling agreement, contract) explicitly directs it to external procurement.

Option A is incorrect because external procurement requires a source list or quota arrangement to take precedence. Option C is false, as quotations are not a prerequisite for MRP planning; they are optional for external procurement. Option D is also incorrect—MRP will plan the material automatically based on its master data, not require interactive planning. This behavior is documented in SAP’s MRP processing rules.

The Alert Monitor in SAP S/4HANA PP/DS (transaction /SAPAPO/AMON1) highlights planning issues. Configuration steps include:

Assign the alert profile to the overall profile(A): In Customizing (/SAPAPO/ALERT_PROFILE), you define an alert profile (e.g., specifying alert types like capacity overload) and assign it to an overall profile (e.g., in /SAPAPO/CDPSC11). This links alert settings to planning applications (e.g., Planning Board).

Create an object selection variant for production-planning-related alerts(D): You create a variant (e.g., in /SAPAPO/AMON_SETTING) to filter objects (e.g., materials, resources) for which alerts are monitored, tailoring it to production planning issues (e.g., late orders, shortages).

Assign the overall profile to the authorization profile(B) is incorrect—overall profiles link to planning, not authorization (handled via PFCG roles).Object selection variant for ATP categories(C) relates to availability checks, not production planning alerts, which focus on PP/DS issues. This is per SAP’s Alert Monitor setup.

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 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.

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 PP/DS, achieving a feasible production plan under capacity constraints involves:

Determine a time period with available capacity on the planning board(C): Using the DS Planning Board (/SAPAPO/CDPS0), planners can visually identify periods with free capacity on resources and manually or automatically schedule orders into those slots, ensuring feasibility.

Increase the capacity supply in a time-phased interval(D): In the work center (CR02, Capacity tab) or PP/DS resource (/SAPAPO/RES01), you can define additional capacity (e.g., shifts, overtime) for specific time intervals via capacity variants, allowing more orders to fit within constraints.

Form optimum sequences to reduce setup times(E): Using heuristics (e.g., SAP_PP_020) or the PP/DS Optimizer, you can sequence operations on resources to minimize setup times (defined in routing, CA02), maximizing throughput and resolving capacity bottlenecks.

Execute an infinite planning run(A) ignores capacity constraints, creating an unfeasible plan requiring later adjustment—not a solution.Reduce the planning time interval(B) (e.g., horizon in /SAPAPO/CDPSC11) limits scope but doesn’t address capacity directly. This is per SAP’s PP/DS capacity planning strategies.

In SAP S/4HANA, the duration of an operation in production (e.g., for scheduling production orders) is determined by data maintained in:

Work center(A): The work center (transaction CR01/CR02, Capacity tab) contains capacity data and formulas (e.g., Setup Formula, Processing Formula) that calculate operation times based on machine or labor availability. The "Standard Value Key" (Basic Data tab) defines which time elements (e.g., setup, processing) are relevant, influencing duration.

Routing(C): The routing (transaction CA01/CA02) specifies operation details, including standard values (e.g., setup time, machine time) entered for each operation. These values, combined with work center formulas, determine the exact duration of the operation during scheduling (e.g., lead time scheduling in CO01).

Material master(B) provides in-house production time (MRP 2 view), but this is a high-level estimate for the entire material, not operation-specific.Production version(D) links BOMs and routings but does not directly store operation duration data—it references the routing. This is per SAP’s production planning master data structure.

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.

In SAP S/4HANA’sgraphical planning table(e.g., CM21 or PP/DS Planning Board, /SAPAPO/CDPS0), inserting an operation withforward planning direction(start from a fixed date and schedule forward) at a specific time on a work center with an existing operation:

The new operation is inserted at the desired time; the previously dispatched operation is moved forward(C): With forward scheduling (configured in the strategy profile, e.g., /SAPAPO/CDPSC11, Planning Direction: Forward), the system inserts the new operation at the specified time (e.g., via drag-and-drop). To maintain capacity feasibility, the previously dispatched operation is shifted forward (later in time) to avoid overlap, respecting the work center’s finite capacity (CR02, "Relevant to Finite Scheduling" checked).

Options A and B (leaving the existing operation unchanged) would violate finite scheduling rules, causing overlaps. Option D (moving backward) contradicts forward planning, which schedules from the start point onward. This is per SAP’s dispatching behavior in graphical tools.

In SAP S/4HANA, planning strategies (material master, MRP 3 view, Strategy Group) determine how production aligns with demand. The scenario describes a pure make-to-stock (MTS) environment where goods are produced based on forecasts (planned independent requirements, PIRs) and held in stock, with excess customer orders not affecting the production program:

Make-to-stock production (10)(D): Strategy 10 uses PIRs (entered via MD61) to drive production, and finished goods are stocked (goods receipt via CO15). Sales orders (VA01) are fulfilled from stock, and excess demand beyond the forecast does not trigger additional production or consume PIRs—it’s handled separately (e.g., via backorder or rejection). Thisensures the production program remains stable, based solely on the forecast.

Assembly processing with production orders (82)(A) is a make-to-order (MTO) strategy tied to sales orders, not forecasts.Planning with final assembly (40)(B) allows sales orders to consume PIRs, potentially impacting production if demand exceeds the forecast.Planning without final assembly (50)(C) plans subassemblies based on PIRs, with final assembly triggered by sales orders, also affecting production. Strategy 10 meets the requirement per SAP’s MTS planning logic.

SAP S/4HANA offers automation options to streamline production order processing:

You can use trigger points to automatically create rework orders via confirmations(A): Trigger points (configured in routing via CA02, Extras > Trigger Points) are events linked to operations. For example, a trigger point can be set to create a rework order (order type defined in Customizing) automatically when a confirmation (e.g., CO11N) indicates a quality issue, enhancing process efficiency.

You can use mass processing to set production orders to technically complete(B): Transaction COHV (Mass Processing of Production Orders) allows users to select multiple orders and execute the "Technically Complete" function (TECO), automating status updates without manual intervention per order.

The production scheduling profile(C) (Customizing: Production > Shop Floor Control > Master Data > Define Production Scheduling Profile) controls scheduling and confirmation settings but cannot automatically set orders to "Technically Complete"—this requires manual or mass action.Mass processing to read PP master data(D) is not a standard function—COHV updates order data, not reads master data for automation. This is per SAP’s production automation features.

Choosing a make-to-order (MTO) planning strategy (e.g., 20) in SAP S/4HANA discrete manufacturing has these impacts:

Net requirements calculation is carried out for every sales order individually(A): In MTO (material master, MRP 3 view, Strategy: 20), MRP (MD02) calculates requirements separately for each sales order (VA01), creating individual dependent requirements and planned orders tied to the sales order number, ensuring traceability and isolation from other demands.

Production orders are created with sales order reference(B): When converting planned orders (CO41) or creating orders directly (CO01), the system links them to the sales order (field: Sales Order in CO01), enabling cost tracking and stock assignment to that specific order.

Sales orders have to be ATP-confirmed (available-to-promise) to be saved(E): In MTO, the system performs an ATP check (configured in OVZ9) during sales order entry to confirm component availability or procurement lead times. If not confirmed, the order cannot be saved unless availability is bypassed (based on settings), ensuring feasibility.

Storage location MRP areas(C) are optional for MTO stock segregation but not required—standard MTO uses sales order stock without MRP areas unless explicitly configured.Reduction on delivery(D) applies to stock reduction (VL01N), but requirements reduction occurs earlier (e.g., at goods issue), not strictly at delivery. This is per SAP’s MTO process documentation.

The material type in SAP S/4HANA (selected in MM01, configured via OMS2) defines a material’s properties and behavior:

Which document types and class categories are allowed(A): Material type determines which business documents (e.g., purchase orders, production orders) can be created and which classification categories (e.g., batch, variant) apply. For example, "FERT" allows production orders, while "NLAG" (non-stock) restricts inventory documents (configured in Logistics - General > Material Master > Define Attributes of Material Types).

Which material master screens appear and in which sequence(C): Material type controls the views available in the material master (e.g., MRP for "FERT," no Sales view for "ROH") and their order, based on Customizing (OMS2, field selection and view sequence). This tailors the interface to the material’s purpose.

Plant-specific and plant-independent statuses(B) are managed via material status (Basic Data view), not material type—type defines broader attributes.Whether produced in-house or procured(D) is set by the Procurement Type (MRP 2 view), not directly by material type, though type may imply defaults (e.g., "ROH" for procurement). This is per SAP’s material type definition.

In SAP S/4HANA PP/DS,standard heuristicsare predefined algorithms (e.g., SAP_PP_002 for planning standard lots) executed in the planning run (/SAPAPO/CDPSB0) or interactively (/SAPAPO/RRP3). Their purpose is:

To solve planning problems for defined objects(C): Heuristics address specific planning tasks for objects like materials, resources, or orders. For example, SAP_PP_002 creates planned orders to cover shortages, SAP_PP_020 sequences operations, and SAP_PP_007 adjusts schedules—each solving a distinct problem (e.g., demand coverage, capacity conflicts) based on defined parameters.

Automate material movements in staging(A) is handled by WM or Kanban, not PP/DS heuristics.Set default values in production master data(B) is a master data maintenance task (e.g., MM02), not a heuristic function.Optimize costs and times(D) is possible with optimization tools (e.g., PP/DS Optimizer), not standard heuristics, which focus on rule-based planning. This is per SAP’s PP/DS heuristic documentation.

In SAP S/4HANA, a routing (transaction CA01/CA02) defines operation times for production, calculated using standard values and work center formulas. The time elements include:

Wait time(A): Defined in the routing (Operation Details, Standard Values), wait time is the duration an operation must wait after processing before moving to the next step (e.g., drying time). It’s part of interoperation times and affects scheduling.

Processing time(C): Also in the routing (Standard Values, e.g., Machine Time), this is the core time to perform the operation (e.g., machining), calculated via the work center’s processing formula (CR02, Capacity tab). It’s quantity-dependent and critical for lead time.

Setup time(E): Entered in the routing (Standard Values), setup time is the duration to prepare the work center (e.g., tool change), independent of quantity. It’s calculated using the setup formula in the work center and impacts total operation duration.

Float before production(B) is a scheduling margin in the material master (MRP 2 view) or production order, not an operation-specific time in the routing.Pick time(D) is not a standard routing term—it may relate to warehouse processes (e.g., WM), not production operations. This is per SAP’s routing structure.

In SAP S/4HANA, MRP determines whether to createplanned orders(for in-house production) orpurchase requisitions(for external procurement) based on specific master data settings in the material master. Theprocurement type(A), maintained in the MRP 2 view (field: ProcurementType), is a key determinant. For example, procurement type "E" (In-house production) triggers planned orders, while "F" (External procurement) generates purchase requisitions, and "X" (Both) allows MRP to decide based on additional settings like quotas.

Thematerial type(B), defined during material creation and linked to configuration (Logistics - General > Material Master > Basic Settings > Define Material Types), also influences this decision indirectly. For instance, material types like "FERT" (Finished Goods) are typically produced in-house, favoring planned orders, while "ROH" (Raw Materials) are procured externally, favoring purchase requisitions.MRP type(C) controls whether MRP runs (e.g., "PD" for MRP planning), but it does not directly determine the order type.MRP group(D) groups materials for planning parameters but does not directly dictate planned orders versus purchase requisitions.

In SAP S/4HANA, dispatching operations (e.g., in CM21 or PP/DS Planning Board) assigns them to work centers. Multiple commitments on the same date indicate overlapping schedules, caused by:

The Finite Scheduling indicator is NOT set in the strategy profile(A): In PP/DS (strategy profile, /SAPAPO/CDPSC11) or capacity planning (OPU5), if finite scheduling isn’t active (e.g., work center CR02, Capacity tab, "Relevant to Finite Scheduling" unchecked), the system schedules operations infinitely, ignoring capacity limits and allowing overlaps on the same date.

The work center has several individual capacities(B): If the work center (CR02, Capacity tab) has multiple individual capacities (e.g., 3 machines, field: No. of Individual Capacities), operations can be scheduled in parallel on the same date, each assigned to a separate capacity, resulting in multiple commitments.

Alternative work centers fully occupied(C) might force scheduling onto one center but doesn’t inherently cause overlaps—it’s a capacity issue, not a scheduling logic flaw.Change Planning Direction indicator(D) (e.g., Forward/Backward in strategy profile) affects sequence, not overlapping commitments. This is per SAP’s scheduling behavior.

In SAP S/4HANA, when multiple valid production versions (maintained in the material master, MRP 4 view, or transaction MM02) exist during production order creation, the system follows a predefined selection logic:

Alphanumeric or quota arrangement(A): By default, the system selects the production version with the lowest alphanumeric identifier (e.g., "0001" before "0002") if no other criteria are specified. Alternatively, if aquota arrangement(transaction MEQ1) is maintained and marked as MRP-relevant, the system uses the quota percentages to distribute production across versions, overriding the alphanumeric logic. This is configured in Customizing (Production > Master Data > Production Versions).

Option B (Planned order or material number) is incorrect—planned orders inherit versions from MRP, and material number is irrelevant to version selection.

Option C (Validity period or sales order) is partially true—validity period ensures only active versions are considered—but sales orders do not directly influence version selection unless linked via a specific requirement (e.g., variant configuration), which is not standard.

Option D (Lot size or material cost) influences version selection only if defined in the production version’s lot size range, but it’s not the primary method unless customized.

This behavior is documented in SAP’s production order creation process.

In SAP S/4HANA Cloud Private Edition, thetabular planning tablefor capacity planning (transaction CM22) offers chart-based views to analyze capacity:

Capacity requirements chart(B): This chart (accessible in CM22, graphical view) displays the capacity requirements (e.g., in hours) for operations across work centers over time, showing demand against available capacity to identify overloads or gaps.

Work center capacities chart(D): This chart shows the available capacity of work centers (defined in CR02, Capacity tab) over a time period, allowing planners to compare it with requirements and adjust dispatching (e.g., visible in the capacity overview tab).

Order (pool) chart(A) represents undispatched orders in the pool (e.g., in CM21), not a specific tabular chart type in CM22, which focuses on dispatched operations.Orders (dispatched) chart(C) isn’t a distinct chart—dispatched orders are part of the requirements chart. This is per SAP’s capacity planning table documentation.