Icon SCP 11.0 User Guide

2012 by icon-scm www.icon-scm.
com

ICON-SCP 11.0
User Guide
Document Version: 11.0.4
Publishing Date: 12/10/2012

ICON-SCP 11.0 User Guide
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2012 by icon-scm i

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Copyright 2012 by icon-scm. All rights reserved.

Contact
Information
icon-scm
Headquarters and International
An der Raumfabrik 31a
76227 Karlsruhe, Germany
Tel.: +49 721 79008 0
info@icon-scm.com

North America
224 Airport Pkwy, Suite #500
San Jose, CA 95110, USA
Tel.: +1 408 899 7600
icon-usa@icon-scm.com

www.icon-scm.com

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Table of Contents
ICON-SCP 11.0 .......................................................................................................................i
Preface ................................................................................................................................ xxi
About This Document ........................................................................................................... xxi
Who Should Use This Document ............................................................................................ xxi
Documentation Organization ................................................................................................. xxi
What Is New in This Document .............................................................................................. xxii
Related Documentation ....................................................................................................... xxiii
Notation/Typographic Convention ......................................................................................... xxiv
1 Introduction ...................................................................................................................1
1.1 General Purpose of ICON-SCP .......................................................................................... 1
1.2 Example Business Processes ............................................................................................ 2
1.2.1 Allocation Planning .................................................................................................... 2
1.2.2 Visibility in Supply Networks ....................................................................................... 2
1.2.3 Capable to Promise ................................................................................................... 2
1.3 The icon-scm Process ..................................................................................................... 2
1.4 The Use Case Model ........................................................................................................ 4
1.4.1 Supply Chain Library ................................................................................................. 4
1.4.2 Supply Chain Network................................................................................................ 4
2 Master Data ....................................................................................................................6
2.1 Planning Horizon and Business Calendar............................................................................ 7
2.1.1 Overview ................................................................................................................. 7
2.1.2 Planning Horizon ....................................................................................................... 7
2.1.3 Business Calendar ................................................................................................... 10
2.1.4 Modeling Planning Horizon and Business Calendar ....................................................... 14
2.2 Working Calendars ....................................................................................................... 26
2.2.1 Overview ............................................................................................................... 26
2.2.2 Calendar Workbench................................................................................................ 26
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2.2.3 Calendar Setup ....................................................................................................... 30
2.2.4 Modeling Working Calendars ..................................................................................... 30
2.3 Depots ........................................................................................................................ 32
2.3.1 Overview ............................................................................................................... 32
2.3.2 Depot Setup ........................................................................................................... 32
2.3.3 Depot Family .......................................................................................................... 34
2.3.4 Modeling Depots ..................................................................................................... 35
2.4 Channels ..................................................................................................................... 37
2.4.1 Overview ............................................................................................................... 37
2.4.2 Customer Setup ...................................................................................................... 37
2.4.3 Channel Workbench ................................................................................................. 38
2.4.4 Channel Mapping .................................................................................................... 40
2.4.5 Modeling Channels .................................................................................................. 42
2.5 Parts ........................................................................................................................... 47
2.5.1 Overview ............................................................................................................... 47
2.5.2 Part Workbench ...................................................................................................... 47
2.5.3 Part Setup .............................................................................................................. 49
2.5.4 Part-Depot Setup .................................................................................................... 51
2.5.5 Part Family Setup .................................................................................................... 53
2.5.6 Part Lock ................................................................................................................ 56
2.5.7 Modeling Parts ........................................................................................................ 58
2.6 Suppliers ..................................................................................................................... 60
2.6.1 Overview ............................................................................................................... 60
2.6.2 Supplier Setup ........................................................................................................ 60
2.6.3 Modeling Suppliers .................................................................................................. 61
2.7 Processes .................................................................................................................... 62
2.7.1 Overview ............................................................................................................... 62
2.7.2 Process Setup ......................................................................................................... 71
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2.7.3 Process Share ......................................................................................................... 74
2.7.4 Modeling Processes and Process Shares ..................................................................... 78
2.8 Bill of Materials / Material Usage .................................................................................... 91
2.8.1 Overview ............................................................................................................... 91
2.8.2 Bill of Materials ....................................................................................................... 94
2.8.3 Multi-level BOM ....................................................................................................... 97
2.8.4 Modeling Bill of Materials ........................................................................................ 101
2.9 Inventory Channels / Target Inventory ......................................................................... 106
2.9.1 Overview ............................................................................................................. 106
2.9.2 Target Inventory ................................................................................................... 107
2.9.3 Modeling Target Inventory ..................................................................................... 109
2.10 Capacities ................................................................................................................ 113
2.10.1 Overview ............................................................................................................ 113
2.10.2 Capacity Workbench ............................................................................................ 114
2.10.3 Capacity Setup .................................................................................................... 116
2.10.4 Capacity Profile ................................................................................................... 119
2.10.5 Capacity Adjustment ............................................................................................ 120
2.10.6 Capacity Family ................................................................................................... 121
2.10.7 Modeling Capacities ............................................................................................. 122
2.11 Capacity Family Bill of Capacity .................................................................................. 126
2.11.1 Overview ............................................................................................................ 126
2.11.2 Bill of Capacities .................................................................................................. 127
2.11.3 Modeling Bill of Capacity ....................................................................................... 128
2.12 Cost and Price Model ................................................................................................. 129
2.12.1 Overview ............................................................................................................ 129
2.12.2 Sales Price Calculation ......................................................................................... 129
2.12.3 Costs Calculation ................................................................................................. 132
2.12.4 Modeling Costs .................................................................................................... 137
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3 Transactional Data ..................................................................................................... 145
3.1 Independent Demand ................................................................................................. 145
3.1.1 Independent vs. Dependent Demand ....................................................................... 145
3.1.2 Gross and Net Demand .......................................................................................... 146
3.1.3 Customer Orders ................................................................................................... 146
3.1.4 Shippable Forecast ................................................................................................ 151
3.1.5 Additional Demand ................................................................................................ 153
3.1.6 Inventory Reservations .......................................................................................... 155
3.2 Supply ...................................................................................................................... 157
3.2.1 Stock on Hand / Inventory ..................................................................................... 157
3.2.2 Inter Warehouse Transfer....................................................................................... 159
3.2.3 Purchase Order ..................................................................................................... 161
3.2.4 Work Orders ......................................................................................................... 163
3.2.5 Firm Planned Order ............................................................................................... 166
3.2.6 Firm Supply .......................................................................................................... 168
3.3 External Commits ....................................................................................................... 175
3.3.1 Save Material Commit ............................................................................................ 177
3.3.2 Load Material Commit ............................................................................................ 181
3.3.3 Save Capacity Commit ........................................................................................... 185
3.3.4 Load Capacity Commit ........................................................................................... 190
4 Demand Pre-Processing ............................................................................................. 194
4.1 FC Type .................................................................................................................... 194
4.2 Forecast .................................................................................................................... 195
4.3 Bucket to Date ........................................................................................................... 196
4.3.1 Parameter ............................................................................................................ 198
4.4 FC Netting Overview ................................................................................................... 198
4.5 Demand Pre-Processing Steps ...................................................................................... 200
4.5.1 Forecast Netting .................................................................................................... 202
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4.5.2 Forecast Classification ............................................................................................ 216
4.5.3 Forecast Allocation ................................................................................................ 219
4.5.4 Forecast Slicer ...................................................................................................... 223
4.5.5 Create Shippable Forecast ...................................................................................... 227
4.6 Primary Demand ........................................................................................................ 229
5 Planning Triggers and Planning Steps ........................................................................ 232
5.1 Planning Steps Overview ............................................................................................. 233
5.2 Create Primary Demand .............................................................................................. 234
5.2.1 Overview ............................................................................................................. 234
5.2.2 Input ................................................................................................................... 234
5.2.3 Logic ................................................................................................................... 236
5.2.4 Output ................................................................................................................. 242
5.3 Priority Manager ......................................................................................................... 242
5.3.1 Overview ............................................................................................................. 242
5.3.2 Input ................................................................................................................... 244
5.3.3 Logic ................................................................................................................... 244
5.3.4 Output ................................................................................................................. 252
5.4 Adjust Primary Demand .............................................................................................. 252
5.4.1 Overview ............................................................................................................. 252
5.4.2 Input ................................................................................................................... 252
5.4.3 Logic ................................................................................................................... 253
5.4.4 Output ................................................................................................................. 254
5.5 Create Firm Supply ..................................................................................................... 254
5.5.1 Overview ............................................................................................................. 254
5.5.2 Input ................................................................................................................... 254
5.5.3 Logic ................................................................................................................... 256
5.5.4 Output ................................................................................................................. 257
5.6 Constraint-Based Planning ........................................................................................... 257
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5.6.1 Overview ............................................................................................................. 257
5.6.2 Input ................................................................................................................... 259
5.6.3 Logic ................................................................................................................... 262
5.6.4 Output ................................................................................................................. 281
5.6.5 Modeling .............................................................................................................. 282
5.7 Material Requirements Planning ................................................................................... 295
5.7.1 Overview ............................................................................................................. 295
5.7.2 Input ................................................................................................................... 296
5.7.3 Logic ................................................................................................................... 297
5.7.4 Output ................................................................................................................. 297
5.8 Create Pegging .......................................................................................................... 297
5.8.1 Overview ............................................................................................................. 297
5.8.2 Input ................................................................................................................... 298
5.8.3 Logic ................................................................................................................... 298
5.8.4 Output ................................................................................................................. 300
5.9 Reallocation ............................................................................................................... 301
5.9.1 Overview ............................................................................................................. 301
5.9.2 Input ................................................................................................................... 301
5.9.3 Logic ................................................................................................................... 303
5.9.4 Output ................................................................................................................. 307
5.10 Calculate Release Status ............................................................................................ 307
5.10.1 Overview ............................................................................................................ 307
5.10.2 Input ................................................................................................................. 307
5.10.3 Logic.................................................................................................................. 310
5.10.4 Output ............................................................................................................... 314
5.11 Shortage Analysis ..................................................................................................... 314
5.11.1 Overview ............................................................................................................ 314
5.11.2 Input ................................................................................................................. 314
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5.11.3 Logic.................................................................................................................. 315
5.11.4 Output ............................................................................................................... 317
5.12 Forecast Commit ....................................................................................................... 317
5.12.1 Overview ............................................................................................................ 317
5.12.2 Input ................................................................................................................. 318
5.12.3 Logic.................................................................................................................. 319
5.12.4 Output ............................................................................................................... 319
6 User Interface ............................................................................................................ 320
6.1 ICON-SCP Installation and Access ................................................................................ 320
6.1.1 Installing ICON-SCP .............................................................................................. 320
6.1.2 Starting ICON-SCP ................................................................................................ 321
6.1.3 Logging into ICON-SCP .......................................................................................... 322
6.1.4 Closing ICON-SCP ................................................................................................. 325
6.2 Elements of the ICON-SCP Screen ................................................................................ 325
6.2.1 User Profile .......................................................................................................... 325
6.2.2 Menu Bar ............................................................................................................. 326
6.2.3 TDI Toolbar .......................................................................................................... 327
6.2.4 Status Bar ............................................................................................................ 328
6.2.5 TDI Tab ............................................................................................................... 329
6.2.6 TDI Treeview ........................................................................................................ 330
6.2.7 Theme ................................................................................................................. 330
6.2.8 Undock and Split Screens ....................................................................................... 332
6.2.9 Search, Retrieve, and Filter .................................................................................... 335
6.2.10 Query Mode ........................................................................................................ 339
6.2.11 Query Builder ...................................................................................................... 342
6.2.12 Filter Dialog ........................................................................................................ 344
6.2.13 Stored Queries, Filters, and Sorts .......................................................................... 345
6.3 Maintaining and Editing Data ....................................................................................... 347
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6.3.1 Inserting New Data Rows ....................................................................................... 347
6.3.2 Deleting Data Rows ............................................................................................... 349
6.3.3 Discard Row ......................................................................................................... 350
6.3.4 Set Null Value ....................................................................................................... 350
6.3.5 Resetting a Value .................................................................................................. 350
6.3.6 Filling a Column .................................................................................................... 350
6.3.7 Enhanced User Input ............................................................................................. 351
6.3.8 Batch Updates ...................................................................................................... 352
6.3.9 Saving Changes .................................................................................................... 353
6.3.10 Discard Changes ................................................................................................. 354
6.4 Using ICON-SCP Data Outside of the Application ............................................................ 354
6.4.1 File Formats ......................................................................................................... 354
6.4.2 Copying All Data ................................................................................................... 357
6.4.3 Pasting All Data .................................................................................................... 358
6.4.4 Loading Data from a File ........................................................................................ 358
6.4.5 Import File Dialog Box ........................................................................................... 359
6.5 Further Tools ............................................................................................................. 359
6.5.1 Pivot Table ........................................................................................................... 360
6.5.2 Using the Calculator .............................................................................................. 362
6.5.3 Getting Information about an Open Window ............................................................. 363
6.5.4 Searching and Replacing Data with the Find Tool ...................................................... 365
6.5.5 Auto Fit Column .................................................................................................... 366
6.5.6 Using the Print Preview .......................................................................................... 367
6.5.7 Using the Online Help System ................................................................................. 368
6.6 Admin Tools (SysAdmin) ............................................................................................. 369
6.6.1 Parameter ............................................................................................................ 369
6.6.2 User Authorization ................................................................................................. 373
6.6.3 Menu Configuration ............................................................................................... 375
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6.6.4 Report Repository ................................................................................................. 381
6.6.5 Command Wizard .................................................................................................. 401
6.6.6 Report Wizard ....................................................................................................... 404
6.6.7 Navigation Wizard ................................................................................................. 415
6.6.8 Server Admin ....................................................................................................... 419
6.6.9 Business Calendar ................................................................................................. 420
6.6.10 Planning Grid ...................................................................................................... 420
6.6.11 Statistics ............................................................................................................ 420
6.6.12 Inbound Interface Status ...................................................................................... 425
6.6.13 Outbound Interface Status ................................................................................... 426
6.6.14 Translations ........................................................................................................ 427
6.6.15 Log Table ........................................................................................................... 430
6.6.16 Subscreen Customizing ........................................................................................ 431
6.6.17 Access Security Settings....................................................................................... 450
6.6.18 Drop-down Access ............................................................................................... 452
6.6.19 Ticker Setup ....................................................................................................... 453
6.6.20 Web Executor ..................................................................................................... 453
6.6.21 External Dropdowns ............................................................................................. 454
6.7 Miscellaneous ............................................................................................................ 455
6.7.1 Client Retrieval Limits ............................................................................................ 455
6.7.2 Reconnect ............................................................................................................ 455
6.7.3 Configured Business Processes / Named Services ...................................................... 456
7 Demand Reports ........................................................................................................ 457
7.1 Management Dashboard .............................................................................................. 458
7.1.1 Retrieving Data ..................................................................................................... 460
7.1.2 Report Results ...................................................................................................... 461
7.1.3 Report Analysis ..................................................................................................... 461
7.2 Lateness Prio Map ...................................................................................................... 462
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7.2.1 Retrieving Data ..................................................................................................... 464
7.2.2 Report Results ...................................................................................................... 465
7.2.3 Report Analysis ..................................................................................................... 466
7.3 Demand Commit ........................................................................................................ 467
7.3.1 Retrieving Data ..................................................................................................... 468
7.3.2 Report Results ...................................................................................................... 471
7.3.3 Report Analysis ..................................................................................................... 471
7.4 Ack Date Report ......................................................................................................... 472
7.4.1 Retrieving Data ..................................................................................................... 473
7.4.2 Report Results ...................................................................................................... 475
7.4.3 Report Analysis ..................................................................................................... 477
7.5 Delivery Plan ............................................................................................................. 478
7.5.1 Retrieving Data ..................................................................................................... 478
7.5.2 Report Results ...................................................................................................... 479
7.5.3 Report Analysis ..................................................................................................... 481
7.6 Delivery Workbench .................................................................................................... 482
7.6.1 Graphical Pegging Report ....................................................................................... 483
7.7 Top Down Pegging Report ........................................................................................... 486
7.7.1 Retrieving Data ..................................................................................................... 486
7.7.2 Report Results ...................................................................................................... 487
7.7.3 Report Analysis ..................................................................................................... 488
7.8 Push Short Alert Report ............................................................................................... 489
7.8.1 Retrieving Data ..................................................................................................... 490
7.8.2 Report Results ...................................................................................................... 491
7.8.3 Report Analysis ..................................................................................................... 494
7.9 Demand Bottom Up Pegging ........................................................................................ 494
7.9.1 Retrieving Data ..................................................................................................... 495
7.9.2 Report Results ...................................................................................................... 496
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7.9.3 Report Analysis ..................................................................................................... 497
7.10 Demand Report ........................................................................................................ 498
7.10.1 Retrieving Data ................................................................................................... 498
7.10.2 Report Results .................................................................................................... 499
7.11 Demand Flow Report ................................................................................................. 499
7.11.1 Retrieving Data ................................................................................................... 500
7.11.2 Report Results .................................................................................................... 500
7.11.3 Report Analysis ................................................................................................... 501
7.12 Pegging Report ......................................................................................................... 502
7.12.1 Retrieving Data ................................................................................................... 502
7.12.2 Report Results .................................................................................................... 503
7.13 Pick List Report ......................................................................................................... 504
7.13.1 Retrieving Data ................................................................................................... 505
7.13.2 Report Results .................................................................................................... 505
7.14 Locked Order ............................................................................................................ 506
7.14.1 Retrieving Data ................................................................................................... 507
7.14.2 Report Results .................................................................................................... 508
7.14.3 Report Analysis ................................................................................................... 510
8 Supply Reports ........................................................................................................... 512
8.1 Replenishment Report ................................................................................................. 513
8.1.1 Retrieving Data ..................................................................................................... 514
8.1.2 Report Results ...................................................................................................... 516
8.1.3 Report Analysis ..................................................................................................... 519
8.2 Replenishment Proposals ............................................................................................. 519
8.2.1 Retrieving Data ..................................................................................................... 520
8.2.2 Report Results ...................................................................................................... 520
8.2.3 Report Analysis ..................................................................................................... 522
8.3 Replenishment WO Detail ............................................................................................ 523
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8.3.1 Retrieving Data ..................................................................................................... 523
8.3.2 Report Results ...................................................................................................... 524
8.3.3 Report Analysis ..................................................................................................... 525
8.4 Process Replenishment Plan ......................................................................................... 526
8.4.1 Retrieving Data ..................................................................................................... 527
8.4.2 Report Results ...................................................................................................... 528
8.4.3 Report Analysis ..................................................................................................... 529
8.5 Graphical Inventory Report .......................................................................................... 529
8.5.1 Retrieving Data ..................................................................................................... 530
8.5.2 Report Results ...................................................................................................... 530
8.5.3 Report Analysis ..................................................................................................... 531
8.6 Supply Workbench...................................................................................................... 533
8.6.1 Report Analysis ..................................................................................................... 534
8.7 Supply Bottom Up Pegging Report ................................................................................ 534
8.7.1 Retrieving Data ..................................................................................................... 535
8.7.2 Report Results ...................................................................................................... 536
8.7.3 Report Analysis ..................................................................................................... 537
8.8 Supply Report ............................................................................................................ 538
8.8.1 Retrieving Data ..................................................................................................... 538
8.8.2 Report Results ...................................................................................................... 539
8.9 WOP Detail Report ...................................................................................................... 540
8.9.1 Retrieving Data ..................................................................................................... 541
8.9.2 Report Results ...................................................................................................... 541
8.9.3 Report Analysis ..................................................................................................... 542
8.10 Requirement Report .................................................................................................. 545
8.10.1 Retrieving Data ................................................................................................... 545
8.10.2 Report Results .................................................................................................... 546
8.11 PO Proposal .............................................................................................................. 546
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8.11.1 Retrieving Data ................................................................................................... 547
8.11.2 Report Results .................................................................................................... 548
8.11.3 Report Analysis ................................................................................................... 549
8.12 IWT Proposal ............................................................................................................ 550
8.12.1 Retrieving Data ................................................................................................... 551
8.12.2 Report Results .................................................................................................... 552
8.12.3 Report Analysis ................................................................................................... 553
8.13 WO Proposal............................................................................................................. 554
8.13.1 Retrieving Data ................................................................................................... 555
8.13.2 Report Results .................................................................................................... 556
8.13.3 Report Analysis ................................................................................................... 557
8.14 Change Order Proposal .............................................................................................. 558
8.14.1 Change Order Proposals Calculation ....................................................................... 560
8.14.2 Order Actions ...................................................................................................... 561
8.14.3 Retrieving Data ................................................................................................... 562
8.14.4 Report Results .................................................................................................... 563
8.14.5 Report Analysis ................................................................................................... 564
8.15 Shortage/Excess Report ............................................................................................. 565
8.15.1 Retrieving Data ................................................................................................... 566
8.15.2 Report Results .................................................................................................... 569
8.15.3 Report Analysis ................................................................................................... 572
8.16 Backlog FGI Report ................................................................................................... 575
8.16.1 Retrieving Data ................................................................................................... 575
8.16.2 Report Results .................................................................................................... 576
8.16.3 Report Analysis ................................................................................................... 578
8.17 Memo Report ............................................................................................................ 578
8.17.1 Retrieving Data ................................................................................................... 579
8.17.2 Report Results .................................................................................................... 579
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8.17.3 Report Analysis ................................................................................................... 580
8.17.4 Memo Escalation Level ......................................................................................... 580
8.18 Capacity Requirements .............................................................................................. 580
8.18.1 Retrieving Data ................................................................................................... 581
8.18.2 Report Results .................................................................................................... 583
8.18.3 Report Analysis ................................................................................................... 585
8.19 Capacity Utilization ................................................................................................... 586
8.19.1 Retrieving Data ................................................................................................... 587
8.19.2 Report Results .................................................................................................... 588
8.19.3 Report Analysis ................................................................................................... 589
8.20 Consumption Report .................................................................................................. 590
8.20.1 Retrieving Data ................................................................................................... 590
8.20.2 Report Results .................................................................................................... 590
9 Scenario Management ................................................................................................ 592
9.1 Scenario Management Overview ................................................................................... 593
9.1.1 The Scenario Concept ............................................................................................ 593
9.1.2 Scenario Management Cycle ................................................................................... 594
9.2 Manage Scenarios ...................................................................................................... 595
9.2.1 Create Scenario .................................................................................................... 597
9.2.2 Delete Scenario .................................................................................................... 599
9.2.3 Rename Scenario .................................................................................................. 599
9.2.4 Activate Scenario .................................................................................................. 600
9.2.5 Deactivate Scenario ............................................................................................... 600
9.3 Switch Scenarios ........................................................................................................ 601
9.4 Scenario Access ......................................................................................................... 602
9.5 Compare Scenarios ..................................................................................................... 603
9.5.1 Comparison Reports .............................................................................................. 603
9.5.2 Compare Scenarios with Scorecards ........................................................................ 604
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9.6 Replay Action Log ....................................................................................................... 605
9.6.1 Replay Action Example ........................................................................................... 606
9.7 Scorecard Management Overview ................................................................................. 607
9.7.1 Key Performance Indicators (KPIs) ......................................................................... 607
9.7.2 Scorecard Management Cycle ................................................................................. 608
9.8 Manage Scorecards .................................................................................................... 608
9.8.1 Manage Scorecards - General View .......................................................................... 609
9.8.2 Manage Scorecards - Detail View ............................................................................ 612
9.9 View Scorecard .......................................................................................................... 618
9.9.1 Tabular View ........................................................................................................ 618
9.9.2 Graphical View ...................................................................................................... 620
10 Screens ...................................................................................................................... 623
10.1 Ack Date Report ....................................................................................................... 623
10.2 Additional Demand .................................................................................................... 624
10.3 Adjust Primary Demand ............................................................................................. 624
10.4 Backlog FGI Report ................................................................................................... 624
10.5 Bill of Capacities ....................................................................................................... 625
10.6 Bill of Materials ......................................................................................................... 626
10.7 Bucket to Date ......................................................................................................... 626
10.8 Business Calendar ..................................................................................................... 627
10.9 Calculate Release Status ............................................................................................ 627
10.10 Calendar Workbench................................................................................................ 627
10.11 Calendar Setup ....................................................................................................... 628
10.12 Capacity Workbench ................................................................................................ 628
10.13 Capacity Adjustment ............................................................................................... 629
10.14 Capacity Commit ..................................................................................................... 630
10.15 Capacity Family ...................................................................................................... 631
10.16 Capacity Profile ....................................................................................................... 631
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10.17 Capacity Requirements ............................................................................................ 632
10.18 Capacity Setup ....................................................................................................... 632
10.19 Capacity Utilization .................................................................................................. 633
10.20 Change Order Proposal ............................................................................................ 633
10.21 Channel Mapping .................................................................................................... 634
10.22 Channel Workbench ................................................................................................. 634
10.23 Commit Type .......................................................................................................... 635
10.24 Constraint Based Planning ........................................................................................ 635
10.25 Consumption Report ................................................................................................ 636
10.26 Create Pegging ....................................................................................................... 637
10.27 Create Firm Supply .................................................................................................. 637
10.28 Create Primary Demand ........................................................................................... 638
10.29 Create SFC ............................................................................................................. 639
10.30 Customer Order ...................................................................................................... 640
10.31 Customer Setup ...................................................................................................... 640
10.32 Delivery Plan .......................................................................................................... 641
10.33 Delivery Workbench ................................................................................................ 641
10.34 Demand Bottom Up Pegging ..................................................................................... 642
10.35 Demand Commit ..................................................................................................... 643
10.36 Demand Flow Report ............................................................................................... 643
10.37 Demand Report ....................................................................................................... 644
10.38 Depot Setup ........................................................................................................... 645
10.39 Depot Family .......................................................................................................... 645
10.40 Family Setup .......................................................................................................... 645
10.41 FC Netting Overview ................................................................................................ 646
10.42 FC Type ................................................................................................................. 646
10.43 Firm Planned Order ................................................................................................. 647
10.44 Firm Supply ............................................................................................................ 647
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10.45 Forecast ................................................................................................................. 648
10.46 Forecast Allocation .................................................................................................. 649
10.47 Forecast Classification .............................................................................................. 649
10.48 Forecast Commit ..................................................................................................... 650
10.49 Forecast Netting ...................................................................................................... 651
10.50 Graphical Inventory Report ...................................................................................... 652
10.51 Inventory ............................................................................................................... 652
10.52 Inventory Reservation ............................................................................................. 653
10.53 Inter Warehouse Transfer......................................................................................... 654
10.54 IWT Proposal .......................................................................................................... 654
10.55 Lateness Prio Map ................................................................................................... 655
10.56 Load Capacity Commit ............................................................................................. 656
10.57 Load Material Commit .............................................................................................. 656
10.58 Locked Order .......................................................................................................... 656
10.59 Manage Scenarios ................................................................................................... 657
10.60 Manage Scorecards ................................................................................................. 657
10.61 Management Dashboard Report ................................................................................ 658
10.62 Material Attribute .................................................................................................... 659
10.63 Material Commit ..................................................................................................... 660
10.64 Material Environment ............................................................................................... 660
10.65 Material Requirements Planning ................................................................................ 662
10.66 Memo Escalation Level ............................................................................................. 662
10.67 Memo Report .......................................................................................................... 662
10.68 Multi-Level BoM ...................................................................................................... 663
10.69 NP Code Mapping .................................................................................................... 663
10.70 Order Lock ............................................................................................................. 664
10.71 Part Lock ................................................................................................................ 664
10.72 Part-Depot Setup .................................................................................................... 664
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10.73 Part Setup .............................................................................................................. 665
10.74 Part Workbench ...................................................................................................... 666
10.75 Pegging Report ....................................................................................................... 667
10.76 Pick List Report ....................................................................................................... 668
10.77 Planning Grid .......................................................................................................... 669
10.78 Planning Horizon ..................................................................................................... 669
10.79 PO Proposal ............................................................................................................ 670
10.80 Primary Demand ..................................................................................................... 670
10.81 Priority Manager...................................................................................................... 671
10.82 Priority Mapping ...................................................................................................... 671
10.83 Process Replenishment Plan ..................................................................................... 672
10.84 Process Setup ......................................................................................................... 672
10.85 Process Share ......................................................................................................... 672
10.86 Purchase Order ....................................................................................................... 673
10.87 Push Short Alert Report ........................................................................................... 674
10.88 Reallocation ............................................................................................................ 674
10.89 Replay Action Log.................................................................................................... 675
10.90 Replenishment Proposals .......................................................................................... 676
10.91 Replenishment Report .............................................................................................. 677
10.92 Replenishment WO Detail ......................................................................................... 677
10.93 Requirement Report ................................................................................................ 677
10.94 Save Capacity Commit ............................................................................................. 678
10.95 Save Material Commit .............................................................................................. 678
10.96 Shippable Forecast .................................................................................................. 679
10.97 Shortage Analysis ................................................................................................... 680
10.98 Shortage Excess Report ........................................................................................... 680
10.99 Slice SFC ................................................................................................................ 681
10.100 Supply Bottom Up Pegging Report ........................................................................... 682
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10.101 Supply Report ....................................................................................................... 682
10.102 Supply Workbench ................................................................................................. 683
10.103 Target Inventory ................................................................................................... 683
10.104 Top Down Pegging Report ...................................................................................... 684
10.105 View Scorecard ..................................................................................................... 684
10.106 WO Proposal ......................................................................................................... 685
10.107 Work Order ........................................................................................................... 685
10.108 WOP Detail Report ................................................................................................. 686
A Appendix: Shortcuts .......................................................................................................1
A.1 File ............................................................................................................................... 1
A.2 Edit .............................................................................................................................. 2
A.3 Window ......................................................................................................................... 2
A.4 Help ............................................................................................................................. 3
B Appendix: Table of Figures and Tables ...........................................................................4
B.1 Table of Figures ............................................................................................................. 4
B.2 Table of Tables............................................................................................................. 12
Glossary .................................................................................................................................1

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Preface
ICON-SCP is a powerful supply chain planning and execution software solution that provides a fast and
efficient end-to-end demand and supply planning process across a complete supply network.
About This Document
Welcome to the ICON-SCP 11.0 User Guide (Document Version: 11.0.3 published 11/30/2012).
This guide begins with an executive summary of the general purpose and benefits of ICON-SCP and the
icon-scm process. Following the executive summary is a detailed description of the ICON-SCP planning
model, the elements that define a companys supply chain, and their relationship to each other.
Besides the transactional data such as demand and supply, the ICON-SCP planning steps are discussed
in detail as a basis for understanding the planning screens available in the ICON-SCP Client. This guide
focuses on understanding all screens, features, and functionalities provided within the ICON-SCP user
interface. Finally, this guide thoroughly describes ICON-SCPs standard reports.
This documentation may contain links to Web sites of other companies or organizations that icon-scm
does not own or control. icon-scm neither evaluates nor makes any representations regarding the
accessibility of these Web sites.
Who Should Use This Document
This guide is intended for ICON-SCP users who require information about the screens, features, and
functionalities in the ICON-SCP client, ICON-SCP planning model, and planning steps. The audience of
this guide are planners, buyers, system administrators, users, etc. of ICON-SCP.
Documentation Organization
This document addresses the following:
Chapter Description
1. Introduction Overview of the icon-scm Process
2. Master Data Discussion of the supply chain elements (master data), such as Parts,
Depots, BoM, etc.
3. Transactional Data Discussion of demand data in ICON-SCP, such as Forecast, Customer
Orders, etc. and supply data such as Inventory, Inter Warehouse Transfer,
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etc.
4. Demand Pre-
Processing
Examination of the ICON-SCP demand pre-processing steps. Each demand
pre-processing steps explains the input and output data as well as the core
logic implemented.
5. Planning triggers
and Planning Steps
Examination of the ICON-SCP planning triggers and planning steps; Each
planning step explains the input and output data as well as the core logic
implemented.
6. User Interface Explanation of the ICON-SCP Client features and functionalities, such as
User Authorization, Subscreen Customizing, etc.
7. Demand Reports This chapter lists all demand reports in ICON-SCP and explains the
reporting windows and the added value of each report.
8. Supply Reports This chapter lists all supply reports in ICON-SCP and explains the reporting
windows and the added value of each report.
9. Scenario
Management
Discussion of scenario and scorecard management; Scenario management
explains how scenarios can be created, how planning actions can be
applied to scenarios and how scenarios can be compared with each other.
Scorecard management explains the creation and usage of scorecards and
KPIs.
10. Screens Alphabetical list of all ICON-SCP screens. Each subchapter contains a link
that refers to the place in the document where the particular screen is
explained in detail.
What Is New in This Document
The following table lists major changes in this document:
Chapter Major change
2.8.3 Multi-Level BoM As this report is now part of the repository framework, some columns have
been removed from the application (can be added with Report Repository);
This change is reflected in the chapter 2.8.3 showing new screenshots and
the reduced list of report columns.
2.9.2 Target Inventory Adjusted the chapter 2.9.2 Target Inventory to show which target
inventory definitions are applied to icon-SCC
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2.9.3 Modeling Target
Inventory
Created new subchapters to explain different types of target inventory
modeling.
4.5.1.5.1 FC Netting
Based on Planning Grid
New chapter explaining the FC netting
4.5.1.5.2 FC Netting
Using Channel
Hierarchy
New chapter based on the previous one, showing the netting results now
using channel hierarchies
4.5.1.5.3 Linear
Distribution of Netted
FC
New chapter demonstrating that the netted forecast amount is spread
through a period linearly
5.6.3.6 In-house
Consumption
Reworked chapter to show a new use case and explain the concept of the
ICON-SCP In-house Consumption.
5.6.3.7 Repair Lot
Sizes
This is a new chapter describing the algorithm of the Repair Lot Sizes
checkbox
5.6.5 Modeling This is a new chapter which will explain modeling of each and every
Constraint Based Planning step. For now, the chapter explains how to
model In-house Consumption in conjunction with Jump over Bill of
Materials, Jump over Alternative Components and Pull Flag.
6.6.6.2.3 Create
Custom Filter
Added table with custom filter objects and their definitions
6.6.4 Report
Repository
Note about reports not belonging to the group of Report Repository reports
6.6.14.1 Dictionary Described how to add/modify/delete translation keys
7.8 Push/Alert Report Added a note about enabled fields in Part mode
8.14 Change Order
Proposal
Reworked the introductory part of this chapter to explain the concept of
this report, especially regarding the Executive vs. Ideal results.
9.2 Manage Scenario Corrections in the description of some Manage scenario report.
Related Documentation
This document is part of the ICON-SCP 11.0 library, which also includes the following documents:
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Document Description
User Guide Detailed description of ICON-SCP 11.0 planning model and planning steps
Admin Guide Basic task information for getting started and using the ICON-SCP 11.0
software
Data Transfer Guide Data transfer related aspects such as inbound interfaces and processing
Customization Guide This document describes how to implement customer-specific functionality
to run inside the ICON-SCP Server.
Release Notes Brief explanation of features and functionalities of the ICON-SCP 11.0
release
Upgrade Guide Information about upgrading previous release of icon-scm product software
Online Help Context-sensitive help topics that describe how to use ICON-SCP 11.0
client interface
Notation/Typographic Convention
The following list summarizes the notation conventions for syntax presentation:
Type Style Meaning and Example
Accent Underlined text type is used for the emphasis.
Client element Bold type is used for names of elements in the client. These include
report names, menu names, menu paths, menu options, planning
tasks, dialog box names, checkbox, drop-down box, radio button
names. For example, Forecast Netting dialog box.
Process name Italic type indicates process name in the system for example, Forecast
Netting process.
SYSTEM ELEMENT Upper case is reserved for the names of elements in the system. These
include database names, database objects, parameter names, table
names, data types, for example, SELECT.
Example:
Example is reserved for conceptual examples.
Note:
Note is reserved for remarks and recommendations. For example:
Note: The complete list of changes are not part of this
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document.
The same style can be used for Important (for caution or
items/conditions of significant value). For example:
Important: Please use a different database schema.
Code (Block)
Reserved for source code and for command line statements. For
example:
BufferedWriter out = null;
try {
out = new BufferedWriter(new FileWriter(filename,
true));
Code (Inline) Text
Monospace typeface indicates executables, filenames, directory names,
and sample user-supplied elements. Such elements include net service
names, and connect identifiers, as well as user-supplied database
objects and structures, packages and classes, usernames and roles,
program units.
For example: find the files at
Y:\Whatever\Product\Install\Test\Uninstall\.
Hyperlink Blue underlined text is reserved for hyperlinks within text. By clicking a
passage of cross-referenced text, the reader is taken to the location
described.
[brackets text] Variable user entry. Brackets indicate that a user should replace these
words and characters with appropriate entries to make entries in the
system.

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1 Introduction
The underlying goal of any supply chain management system is to ensure the efficient and dependable
alignment of customer demands with all distribution or production processes within a company-wide or
extended supply network. At the same time, companies want to know which material and capacity
constraints can be resolved and how resources should be aligned based on customer or business
priorities. The operational challenge is to provide customers with precise delivery dates that are
consistently met. Therefore, it is important to understand how the supply network can respond and
have the planning capability to rapidly, flexibly, and reliably meet dynamically changing requirements.
In this chapter, we cover the following topics:
Topics Brief description
General Purpose of
ICON-SCP
Describes basic concepts of the ICON-SCP solution
Example Business
Processes
Illustrates the typical business processes such as Allocation Planning,
Visibility in Supply Networks, and Capable to Promise.
The icon-scm Process Shows the icon-scm process and how ICON-SCP meets the objectives and
requirements
1.1 General Purpose of ICON-SCP
ICON-SCP helps to respond to and implement a short to long-term sales plan reliably and efficiently.
By matching demands and resources, a coherent and feasible purchasing, production, and distribution
plan is computed. The plan comprises all mapped stakeholders in the supply network together with
their individual material and capacity constraints. Following the concept of Demand Driven Supply
Networks (DDSN), ICON-SCP determines the quantities and schedules of shipment, replenishment, and
production. ICON-SCP also exploits options like multi-sourcing, production flexibility, and alternative
shipping relations.
ICON-SCP allows the simulation of comprehensive operational and tactical sourcing, production, and
distribution decisions based on a single global consistent model. Expressive reports support data
management and the evaluation and communication of plans. ICON-SCP interfaces with ERP systems
for master and transactional data management and plan execution.
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1.2 Example Business Processes
In this section, we present a selection of three typical business processes. This overview is by no
means exhaustive, but rather meant to illustrate some typical application patterns and to present some
application contexts, user interactions, and system functions in coherent settings.
1.2.1 Allocation Planning
In this mid to long-term scenario, a company must allocate scarce supply to the production and
fulfillment of different markets. Forecasts and available and dynamically arriving orders must be
netted, classified, and matched with available and procurable materials and capacity. Planners interact
with the system to ensure that scarce supply is allocated as well as possible.
1.2.2 Visibility in Supply Networks
Outsourced manufacturing is a typical business scenario in the high-tech industry. Ensuring efficient
operations with the right level of inventories is crucial when facing short product cycles and rapid
technological innovation. In a supply network with OEM facilities, ODM sites and suppliers, ICON-SCP is
applied to provide a coordinated supply plan giving insight into the right levels of inventory over time
and the anticipated flow of materials. While the results of the planning process are not directly fed into
the ERP system, the plan called the Shadow Plan is a benchmark against which to compare the
performance of the supply chain and individual actors therein. This type of planning is typically done
for critical components on a weekly basis and a weekly planning grid.
1.2.3 Capable to Promise
In this business scenario, a company reacts to incoming requests on short notice. With ICON-SCP, a
company can check whether materials and capacities are available or can be supplied on time. During
this check, the ICON-SCP planning logic considers rescheduling of open orders and reallocation of
resources but always ensures that previous commits remain executable. The planning logic thereby
exploits the available procurement and production options, and customers perceive the company as
being flexible and reliable. Planners use built-in reports to identify material and/or capacity shortages
and can interactively reprioritize demands or adjust firm supply to accommodate the new request.
1.3 The icon-scm Process
ICON-SCP, as any other planning system, requires data inputs. The quality of these inputs is crucial,
and icon-scm has defined a process, which not only leverages the functionality of ICON-SCP, but also
covers business processes to gather and improve the data foundation of the Demand Supply Match
(DSM).
These are the process steps of the icon-scm process:
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1. Demand Planning: To improve the quality of the demand signal, it is important to align all
teams and departments that have a different perspective on the expected future demand. This
includes Sales Representatives, Marketing, and Finance. The result of this process step is the
consensual demand signal, which represents the total known and expected demand. In
practice, this demand would only be serviceable if no material or capacity constraints were
binding throughout the supply chain.
2. Hypothetical MRP: This process step should not be confused with a real MRP process, which
triggers work or purchase order creation or adjustments. Instead, it is a translation of demand
into component requirements. For this purpose, a BOM explosion is performed considering the
existing inventory on hand and target shares for alternative sourcing.
3. Partner Collaboration: The calculated component requirements are published, and partners
(e.g., suppliers) respond with a material or capacity commit.
4. The material and capacity commits are used to create a plan, which effectively matches the
demand signal with the best material and capacity information.
Figure 1: The icon-scm Process

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1.4 The Use Case Model
1.4.1 Supply Chain Library
Supply chain dynamics can become complicated to model due to the presence of heterogenous
entities, multiple performance measures, and complex interaction effects. The variety of supply chains
poses a limitation on reusability of processes across them. For example, a supply chain could be highly
centralized where most of the entities belong to e.g. EOM, or could be highly decentralized where most
of the entities belong to different organizations.
In this guide, we present a classification of library of software components that enables modeling and
analysis of a large variety of problems, though it is not exhaustive by any means.
We classify different elements in the supply chain library into four broad categories:
Master Data
Transactional Data
Preprocessing and Planning Steps
Reporting
The Master Data category comprises the supply chain network data elements. Transactional data
elements are classified into two basic sets of elements Independent Demand and Supply. The
preprocessing and the planning steps are the key software components in ICON-SCP. The final piece of
our supply chain library is reporting, as a result of the planning steps.
1.4.2 Supply Chain Network
All use cases explained in this guide are based on the following supply chain network:
1. OEM (managing SYSTEM_1, SYSTEM_2)
2. Demand Plants:
2.1. DC1 (Distribution Center 1): distributing SYSTEM_1 products to CUSTOMER-A
2.2. DC2 (Distribution Center 2): distributing SYSTEM_2 products to CUSTOMER-B
2.3. CM2 (Contract Manufacturer 2): distributing SYSTEM_1 products directly to CUSTOMER-B
3. Manufacturing Plants:
3.1. CM1 (Contract Manufacturer 1): manufacturing SYSTEM_1 and SYSTEM_2 products
3.2. CM2 (Contract Manufacturer 2): manufacturing SYSTEM_1 and SYSTEM_2 products
4. Purchasing Plants:
4.1. VH1 (Vendor Hub 1): stores purchased components required for SYSTEM_1 and
SYSTEM_2
4.2. VH2 (Vendor Hub 2): stores purchased components required for SYSTEM_1 and
SYSTEM_2
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5. Supplier Base:
5.1. SUPPLIER_A: supplying both VHs with components CABLE_X and CABLE_Y
5.2. SUPPLIER_B: supplying both VHs with components ASIC_1000 and ASIC_2000
5.3. SUPPLIER_C: supplying both VHs with components SEAG and WESTDIG
5.4. SUPPLIER_D: supplying both VHs with the component COOLING_UNIT
5.5. SUPPLIER_E: supplying both VHs with the component MAIN_BOARD
5.6. SUPPLIER_F: supplying both VHs with the component CHASSIS_R
Figure 2: Supply Chain Network
Note: In this Guide, we examine the planning concepts from the OEMs perspective.
Furthermore, for all our examples, we will pretend as if todays date was May 15th 2010
(CURRENT_DATE = 05/15/2010) and we will look into a planning horizon of 26 weeks when we are
creating our plan.
Note: This static definition of the CURRENT_DATE is substantial as we are developing
an abstract model, which requires a certain level of simplicity in order to be
understood.

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2 Master Data
The chapter Master Data describes elements in a supply chain and their relationship to each other. A
model is used to describe a forward-looking view of the master data in a supply chain from a planning
perspective. A model is a conceptual representation of reality. Typically, a model will refer only to
some aspects of the real world.
The chapter Master Data focuses on materials, capacities, and processes within a supply network by
obeying rules such as bills of materials, lead times, and business calendars in order to effectively plan
and/or execute a companys supply chain processes.
Topics covered in this section include the following:
Planning Horizon and
Business Calendar
Explains the concept of a Planning Horizon and Business Calendar as well as
how they will be defined in ICON-SCP.
Working Calendars Explains the concept of Working Calendar as well as how the calendars will
be defined and maintained in ICON-SCP.
Depots Describes the basic idea of depots, depot families, and the depot setup.
Channels Explains the concept of channels, channel hierarchy, and channel workbench.
Parts Provides insight into the usage of parts, part workbench, part setup, depot
part setup, and part family setup.
Suppliers Explains the concept of suppliers
Processes Describes in detail the three process types, the mix of processes, the process
attributes, the process setup, and process shares.
Bill of Materials /
Material Usage
Explains the bill of material including multi-level BoMs, substitutes,
component alternatives, and alternative groups.
Inventory Channels /
Target Inventory
Shows the necessity of inventory and how target inventory is defined.
Capacities Gives insight into capacities, their setup, adjustments, and capacity families.
Bill of Capacity Explains the bill of capacities concept.
Cost and Price Model Describes the cost and price calculation in ICON-SCP and the Revenue and
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Margin reporting.
2.1 Planning Horizon and Business Calendar
2.1.1 Overview
ICON-SCP distinguishes between a Planning Horizon, Business Calendar, and Working Calendar.
The Planning Horizon is the total time span a planning model projects into the future. The Planning
Horizon buckets are defined for a daily, weekly, monthly grid, or in combination.
A Business Calendar defines a companys fiscal year. This period may be a calendar year, but can be
any 12-month period. Because a Business Calendar is a system-wide calendar, there is only one
calendar per instance.
While the Business Calendar is used for aggregation purposes in ICON-SCP, Working Calendars are
used to specify working and non-working days.
Working Calendars are assigned to depots (Locations) and processes (as delivery calendar), and
therefore there can be more than one Working Calendar defined in ICON-SCP.
2.1.2 Planning Horizon
The planning horizon is the total time span a company will look into the future when preparing a
strategic plan. It is the planning period in which planned activities are to be executed.
ICON-SCP calculates a planning horizon based upon specific parameters (e.g. CURRENT DATE,
DEFAULT BUSINESS CALENDAR, etc.). It is possible to change any of these parameters and apply the
changes without restarting the application.
2.1.2.1 Planning Horizon
Planning Horizon screen is available under Master Data Calendars.
The Planning Horizon screen presents the defined planning grid and defines mapping from days to
weeks, months, quarters, and years from the available business calendar.
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Figure 3: Planning Horizon
The following list gives a brief description of the report results:
Column Name Description
Daily Date Every day of a defined Planning Horizon is listed in each row.
Weekly Date Presents a mapping of days to weeks, e.g., if a week starts with 5/21, then for
the whole week (all 7 days of a week) 5/21 is displayed.
Monthly Date Presents a mapping of days to months, e.g., if it is defined that a month starts
with 4/30, then for the whole month (every day of the month) 4/30 is displayed.
Quarterly Date Presents a mapping of days to quarters, e.g., if a quarter starts with 04/02, then
for the whole quarter (every day of the 3 months) 04/02 is displayed.
Yearly Date Presents a mapping of days to years e.g., if a year starts with 01/01, then for
the whole year (all 365 days of a year) 01/01 is displayed.
Table 1: Planning Horizon report results
2.1.2.2 Planning Grid
The planning horizon will be defined in the Planning Grid dialog box. The Planning Grid setting
provides user an option to select the horizon on daily, weekly, or monthly, buckets.

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Example: If the selection is made with MONTHLY option and DAYS=3; WEEKS=4; MONTHS=5, then
the planning grid must evaluate to 3 months of daily buckets followed by 4 months of weekly buckets
followed by 5 months of monthly buckets.
The changes in the Planning Grid will be considered online thus, there is no need to restart the
system.
Figure 4: Planning Grid dialog box
The following table explains the fields from the dialog box:
Current Date With definition of the Current Date, the system considers the specified date as a
fixed date
Use System Date With definition of the Use System Date, the system considers todays date
Past Date Must be before beginning of the Planning Horizon
Future Date Must be after the Planning Horizon
Buckets Days: Only Daily bucket is available
Weeks: Daily and Weekly buckets are available
Months: Daily, Weekly, and Monthly buckets are available

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Default Business
Calendar
Gregorian Calendar or ISO Calendar
Table 2: Planning Grid dialog box description
Note: the ISO calendar in the ICON SCP application is defined according to the ISO
8601 standard.
2.1.3 Business Calendar
The Business Calendar is a system-wide calendar, meaning there is only one calendar per instance
(tenant). An ICON-SCP instance can either use a default business calendar (as parameter), i.e.,
GREGORIAN_US/ISO, or the custom business calendar available in the database table
BUSINESS_CALENDAR. Upon startup of ICON-SCP instances, the available custom business calendar is
validated and is used if found valid. Otherwise, the system uses the default business calendar
(available as planning grid parameter). If the Business Calendar has been modified in the client, the
same validation checks will be performed as upon startup.
The Business Calendar defines the mapping from days to weeks, months, quarters, and years. A valid
Business Calendar can ensure that a time period utilized in the Planning Grid falls as a whole into the
time period of the next aggregation level. As an example, a non-modified ISO Business Calendar
ensures that a week falls completely into one specific month. This is different from a regular Gregorian
calendar where a week could start in one month and end in the next month.
The Business Calendar is used for any ad-hoc aggregation within reports and analytics.
2.1.3.1 Business Calendar
Business Calendar screen is available under SysAdmin System Business Calendar.
In the Business Calendar screen, a companys Fiscal Year is mapped from days to weeks, months,
quarters, and years.
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Figure 5: Business Calendar
The buttons in the Filter area provide the following functionalities:
Buttons Functionality
Retrieve Retrieves data in the window
Create Opens new window where a new Business Calendar can be created
Delete Opens new window where the selected Business Calendar Year can be deleted
Clear Clears the complete Business Calendar and the system falls back to Default
Business Calendar
Table 3: Buttons in the Business Calendar
Column name Description
Daily Date Every day of a defined Business Calendar is listed in each row.
Weekly Date Presents a mapping of days to weeks, e.g., if a week starts with 01/01, then for
the whole week (all 7 days of a week) 01/01 is displayed.
Monthly Date Presents a mapping of days to months, e.g., if it is defined that a month starts
with 01/01, then for the whole month (every day of the month) 01/01 is

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displayed.
Quarterly Date Presents a mapping of days to quarters, e.g., if a quarter starts with 01/01, then
for the whole quarter (every day of the 3 months) 01/01 is displayed.
Yearly Date Presents a mapping of days to years e.g., if a year starts with 01/01, then for
the whole year (all 365 days of a year) 01/01 is displayed.
Table 4: Business Calendar report results
2.1.3.2 Creating Business Calendar
The Business Calendar will be created with the use of the Create Business Calendar dialog box:
Figure 6: Create Business Calendar dialog box
The following table explains the fields from the dialog box:
Start Year The year at which the business calendar starts. Year is in YYYY format. The
planner must provide drop-down options with year starting with [current
calendar year - 2] to [current calendar year + 2])
Number of Years The number of years to add after the start year
Year starts with The month at which the business calendar starts
(Months with January, February, March December)
Calendar Type Provides most commonly used base types.
(GREGORIAN, 4-4-5, 4-5-4, 5-4-4);
The Calendar Type GREGORIAN in the Create Business Calendar dialog
works only together with monthly and daily planning definition in the Planning

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Grid.
If a planning horizon should be defined on a weekly basis, it is important to
define the Calendar Type in the Create Business Calendar dialog as 4-4-5,
4-5-4 or 5-4-4.
Week starts with Select the weekday with which the business calendar week will start. (Week day
starts with Monday, Tuesday Sunday)
Table 5: Create Business Calendar dialog box description
Note: Extending the business calendar can only be achieved by recreating the business
calendar with total (including extension) number of years. It will remove the existing
business calendar and recreate the business calendar from the given start year until
the given number of years.
2.1.3.3 Modifying Business Calendar
The custom business calendar available under SysAdmin System Business Calendar can be
modified inline. Insert (Ctrl+I)/Update (Inline) functions are supported and Delete (Ctrl+D) function is
not supported.
2.1.3.4 Deleting Business Calendar
The Delete option available under SysAdmin System Business Calendar offers functionality to
delete the selected Business Calendar years. The Delete functionality can be used to delete the
obsolete Business Calendar years.
Figure 7: Delete Business Calendar
Before deleting the selected calendar years, the system validates the modified Business Calendar
against the Planning Grid. If validation is successful, the system continues with the delete operation. If
not, then the system displays the validation errors.

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Note: Deleting of the calendars should start with the latest calendar. Considering the
picture below, the 2012-01-02 calendar should be deleted fist. The last deleted one will
be 2008-12-29 calendar.

2.1.3.5 Clearing the Business Calendar
The Clear operation available under SysAdmin System Business Calendar offers functionality
to clear the complete Business Calendar. This is different from deleting the Business Calendar years as
this does not validate against the planning grid. This simply means that the system falls back to the
Default Business Calendar.
2.1.4 Modeling Planning Horizon and Business Calendar
The following sections show the Planning Horizon and Business Calendar results when different
settings are defined in the Planning Grid and Create Business Calendar dialogs.
2.1.4.1 Effects of the Planning Horizon on the Planning Results
In this section we want to show the effects of the Planning Horizon results on the planning picture.
2.1.4.1.1 Monthly Planning
The planning horizon is the total time span a company will look into the future when preparing a
strategic plan. In our example, we want to plan on a monthly basis, therefore we will look into a total
time span of 7 months starting with the date 5/15/2010. (5/15/2010=CURRENT_DATE).
We will define the following settings in the Planning Grid:
How should the planning picture look like? Settings in the Planning Grid
start on the 05/15/2010 CURRENT_DATE: <05/15/2010>
no daily buckets evaluation PLANNING_DAYS: <0>
no weekly buckets evaluation PLANNING_WEEKS: <0>
evaluate 7 months of monthly buckets PLANNING_MONTHS: <7>
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all planning data elements available before our
defined planning horizon will show
PAST_DATE: <01/01/1990>
all planning data elements available after the
planning horizon will show
FUTURE_DATE: <11/11/2222>
Table 6: Settings in the Planning Grid
Let us understand now why these parameter settings are important:
The planning engine calculates a planning picture starting with the 5/15/2010 and distributes the
demand and supply in the future buckets. The planning output will be displayed in ICON-SCP on
monthly basis. In the table below, the finished good SYSTEM_1 is planned for 7 months on a monthly
basis. This means, each row shows one month. The data is calculated on a monthly basis. Seven
months are displayed.
Depot Part Date Demand Inventory
CM1 SYSTEM_1 01/01/1900 200
05/15/2010 50 150
06/01/2010 60 90
07/01/2010 70 20
08/01/2010 20
09/01/2010 20
10/01/2010 20
11/01/2010 20
11/11/2222 20
Table 7: Planned Inventory for the SYSTEM_1 part on monthly basis
It needs to be understood that the information displayed always refers to the first date of a month. For
example, we have received a Demand of 20 units on 5/21/2010 and 30 units on 5/29/2010. The
Demand of the month May will be aggregated (=50 units) and displayed under the first date of the
month (which is in our case the CURRENT DATE). The same calculation is valid for Inventory, etc.
The application expects the definition of Past date and Future date. These dates will be displayed in
the reports in the first and last row. The first row will show the Past date 01/01/1900, which contains
planning relevant elements available prior to the first planning date (CURRENT_DATE), such as
inventory on hand. There are 200 units of SYSTEM_1 already available on-hand, before the first
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demand comes in on the CURRENT_DATE. The last row will show the Future date 11/11/2222 and the
corresponding planning data elements which are actually valid for an unlimited time. In the example
above, 20 units are available until the end of the planning horizon (unless a demand will show up), as
no demand is planned after the 07/31/2010 to use it up.
2.1.4.1.2 Weekly Planning
Assuming we want to plan on weekly basis, we will define the following settings:
start on the 05/15/2010 CURRENT_DATE: <05/15/2010>
no daily buckets evaluation PLANNING_DAYS: <0>
evaluate 26 weeks of weekly buckets PLANNING_WEEKS: <26>
no monthly buckets evaluation PLANNING_MONTHS: <0>
all planning data elements available before our
defined planning horizon will show
PAST_DATE: <01/01/1990>
all planning data elements available after the
planning horizon will show
FUTURE_DATE: <11/11/2222>
Table 8: Explanation of the Planning Grid screen
Compared to the planning output in the previous section, the planning output now will be displayed in
ICON-SCP on weekly basis. In the table below, the finished good SYSTEM_1 is planned for 26 weeks.
This means, each row shows one week. The data is calculated on a weekly basis. 26 weeks are
displayed in an ICON-SCP screen.
CM1 SYSTEM_1 01/01/1900 200
05/15/2010 200
05/21/2010 20 180
05/28/2010 30 150
06/04/2010 150
06/11/2010 150
06/18/2010 60 90
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06/25/2010 90
07/02/2010 70 20
. 20
11/11/2222 20
Table 9: Planned Inventory for the SYSTEM_1 part on weekly basis
It needs to be understood that the information displayed always refers to the first date of a week. For
example, we have received a Demand of 20 units on 5/21/2010 and 30 units on 5/29/2010. The
Demand of the weeks in May will be aggregated per week and displayed under the first date of each
week. The same calculation is valid for Inventory, etc.
2.1.4.1.3 Best Practices
Typically, the Planning Horizon will comprise several months, one year or even several years. Thus,
it can be a large time span that a company is looking into when creating a plan. Sometimes monthly
planning might not be sufficient, as there is not enough detail information in order to understand the
planning picture. On the other hand, a daily planning can be too overwhelming managing too much
information in one screen. Generally, a more detail planning information is required when looking into
a shorter planning horizon than into a planning horizon of a few years. Generally, more detailed
planning information is required at the beginning of the planning horizon than towards the end.
Consequently, a mix of planning parameters when defining the Planning Grid may be a good solution.
Assuming our Planning Horizon comprises seven months. We want to plan the first month on a daily
basis, the following three months on a weekly basis and the last three months on a monthly basis:
evaluate 1 month of daily buckets PLANNING_DAYS: <1>
evaluate 3 months of weekly buckets PLANNING_WEEKS: <3>
evaluate 3 months of monthly buckets PLANNING_MONTHS: <3>
Table 10: Planning Grid settings
These settings result in a following planning picture:
CM1 SYSTEM_1 01/01/1900 200
05/15/2010 200
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05/16/2010 200
05/17/2010 200
05/18/2010 200
05/19/2010 200
05/20/2010 200
05/21/2010 20 180
05/22/2010 180
05/23/2010 180
05/24/2010 180
05/25/2010 180
05/26/2010 180
05/27/2010 180
05/28/2010 180
05/29/2010 30 150
05/30/2010 150
05/31/2010 150
06/04/2010 150
06/11/2010 150
06/18/2010 60 90
06/25/2010 90
07/02/2010 70 20
. 20
09/01/2010 20
10/01/2010 20
11/01/2010
11/11/2222 20
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Table 11: Daily, Weekly, Monthly Planning
2.1.4.2 Default Business Calendar as GREGORIAN_US
On startup the Planning Grid takes the defined parameters and validates the custom Business
Calendar (if one is available). If no custom Business Calendar is available, then the application uses
a Default Business Calendar based on the Planning Grid settings. There are two Calendar Types
in the Planning Grid that can be chosen to define the Default Business Calendar: GREGORIAN_US
or ISO.
This example shows the Planning Horizon results when the Default Business Calendar is effective.
The Default Business Calendar is only effective if no definition is available in Business Calendar or
the existing Business Calendar has been deleted or cleared.
Assuming the Planning Grid is set up as follows and the GREGORIAN_US is chosen as the Default
Business Calendar:
Planning Grid field Value
Current Date 05/15/2010
Past Date 01/01/1990
Future Date 11/11/2222
Use system date Not checked
Evaluate 0 months of daily buckets Daily Buckets: <0>
Evaluate 0 months of weekly buckets Weekly Buckets: <0>
Evaluate 11 months of monthly buckets Monthly Buckets: <11>
Default Business Calendar will use GREGORIAN_US
Table 12: Data setup in the Planning Grid
The planning horizon will be created for a time span of 11 months starting with the CURRENT DATE
5/15/2010. The Planning Horizon screen will look like shown in the table below:
Daily Date Weekly Date Monthly Date Quarterly Date Yearly Date
05/15/2010 05/10/2010 05/01/2010 04/01/2010 01/01/2010
05/16/2010 05/10/2010 05/01/2010 04/01/2010 01/01/2010
05/17/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010
05/18/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010
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05/19/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010
05/20/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010
05/21/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010
05/22/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010
Table 13: Planning Horizon with Default Business Calendar as GREGORIAN_US
The GREGORIAN_US calendar determines that the week starts with a Sunday.
The Daily Date column will start with the first date of the Planning Horizon, which is our CURRENT
DATE (5/15/2010).
The Weekly Date column will start with the first Sunday prior to the CURRENT DATE. Since in this
example, the CURRENT DATE happens to be on a Sunday, the first Sunday is equal to the CURRENT
DATE, which results in 5/15/2010.
The Monthly Date will always start with the 1
st
of the month where the CURRENT DATE falls into
(05/01/2010 is a Saturday); the same is valid for the Quarterly Date and the Yearly Date.
Note: Only planning on the daily and monthly basis is possible with a GREGORIAN_US
calendar.
2.1.4.3 Default Business Calendar as ISO
A non-modified ISO Business Calendar ensures that a week falls completely into one specific month.
This is different from a regular Gregorian calendar where a week could start in one month and end in
the next month.
Let us assume the Planning Grid input parameters as in the table below, where the Default
Business Calendar will be ISO and the CURRENT_DATE is 05/15/2010
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the default business calendar will use ISO
Table 14: Data setup in the Planning Grid
The Planning Horizon screen will look like shown in the table below:
05/15/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010
05/16/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010
05/17/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/18/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/19/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/20/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/21/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/22/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
Table 15: Planning Horizon with Default Business Calendar as ISO
The ISO calendar starts with a Monday.
The Daily Date column will start with the first date of the Planning Horizon, which is our CURRENT
DATE (5/15/2010). This is a Sunday.
The Weekly Date column will start with the first Monday prior to the CURRENT DATE. In our case the
first Monday prior to the CURRENT DATE (5/15/2010) is on the 5/10/2010.
The Monthly Date will always start with the first Monday of the month where the CURRENT DATE falls
into. The CURRENT DATE falls into the month of May and the first Monday in the month of May is on
the May 3
rd
.
The Quarterly Date starts with the first Monday of the quarter where the CURRENT DATE falls into;
same is valid for the Yearly Date.
2.1.4.4 Monthly Planning with Calendar Type 4-4-5
As soon as there is a valid Business Calendar defined, its definition will have an impact on the
Planning Horizon results. The Default Business Calendar in the Planning Grid will not have any
effect on the Planning Horizon.
Let us assume the following settings in the Business Calendar:
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Create Business Calendar field Value
Start Year 2010
Number of Years 3
Year starts with January
Calendar Type 4-4-5
Week starts with Monday
Table 16: Business Calendar Settings
Now, let us assume the following settings in the Planning Grid:
Default business calendar GREGORIAN_US
The system will create a Business Calendar for the years 2009, 2010 and 2011. According to the ISO
calendar, the year 2010 starts in the last week of 2008, thus the system creates calendar starting on
12/29/2008. When looking at the Daily Date= 01/01/2010 row, you can notice that its Yearly Date
maps to 2008 namely to 12/29/2008.
The Business Calendar will look like shown in the table below:
12/29/2008 12/29/2008 12/29/2008 12/29/2008 12/29/2008
12/30/2008 12/29/2008 12/29/2008 12/29/2008 12/29/2008
12/31/2008 12/29/2008 12/29/2008 12/29/2008 12/29/2008
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01/01/2009 12/29/2008 12/29/2008 12/29/2008 12/29/2008
01/02/2009 12/29/2008 12/29/2008 12/29/2008 12/29/2008

01/01/2010 12/28/2009 11/23/2009 09/28/2009 12/29/2008

05/15/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010

Table 18: Business Calendar with Calendar Type 4-4-5
Since 01/01/2009 is a Thursday and the calendar will start on a Monday, it will consider 12/29/2008 as
the first date of the calendar.
Note: A year in accordance to ISO 8601 consists of 52 weeks (leap years comprise 53
weeks). These weeks are grouped into four quarters. Each quarter comprises 13
weeks, except in leap years, where the 4th quarter comprises 14 weeks. Each quarter
is divided in three months. 4-4-5 means that each quarter has four weeks in the first
month, four weeks in the second month and five weeks in the third month. In leap
years, the last month of a quarter has six weeks, which results in 53 weeks per leap
year.
Regardless of the definition Default Business Calendar=GREGORIAN_US, the Planning Horizon
will consider the Business Calendar definition and will use the 4-4-5 Calendar Type.
The Planning Horizon will look like shown in the table below:
05/15/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010
05/16/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010
05/17/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/18/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/19/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/20/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
05/21/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
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05/22/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010
Table 19: Planning Horizon with Calendar Type 4-4-5
The Planning Horizon will end after 11 months on 04/03/2011.
2.1.4.5 Weekly Planning with Calendar Type 4-4-5
If a planning horizon should be defined on a weekly basis, it is important to define the Calendar Type
in the Create Business Calendar dialog as 4-4-5, 4-5-4 or 5-4-4.
As soon as there is a valid Business Calendar defined, its definition will have an impact on the
Planning Horizon results. The Default Business Calendar in the Planning Grid will not have any
effect on the Planning Horizon.
Note: The Calendar Type GREGORIAN in the Create Business Calendar dialog
works only together with monthly and daily planning definition.
Let us assume the following definition in the Business Calendar dialog:
Start Year 2010
Number of Years 3
Calendar Type 4-4-5
Table 20: Business Calendar Settings
Now, let us assume the following settings in the Planning Grid:
Evaluate 26 weeks of weekly buckets Weekly Buckets: <26>
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the default business calendar will use GREGORIAN_US
The Planning Horizon will show the same results as in the previous chapter (Monthly Planning with
Calendar Type 4-4-5), except that it ends after 26 weeks (on 11/11/2010).
2.1.4.6 Monthly Planning with Calendar Type GREGORIAN
Assuming the Create Business Calendar is set up as follows:
Start Year 2010
Number of Years 3
Calendar Type GREGORIAN
Table 22: Create Business Calendar settings
The system will create a Business Calendar for the years 2010, 2011 and 2012. It will start with
01/01/2010 and end with 01/01/2013.
The Business Calendar will look like shown in the table below:
01/01/2010 12/28/2009 01/01/2010 01/01/2010 01/01/2010
01/02/2010 12/28/2009 01/01/2010 01/01/2010 01/01/2010
01/03/2010 12/28/2009 01/01/2010 01/01/2010 01/01/2010
01/04/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010
01/05/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010
01/06/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010
01/07/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010
Table 23: Business Calendar with Calendar Type GREGORIAN
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Based on the definition Week starts with Monday, the Weekly Date will start on the first Monday
prior to the 01/01/2010, which is the 12/28/2009. All other time categories will start with the first day
of the month January (Year starts with January) of the Start Year 2010.
If the Week starts with Friday is defined (instead of Monday), then the Business Calendar columns
would all start with 01/01/2010 as January 1
st
2010 falls on a Friday.
2.2 Working Calendars
2.2.1 Overview
The Working Calendar provides mandatory information about working and non-working days.
A Working Calendar can be assigned to depots (locations). It plays an important role in forward and
backward scheduling of process lead times.
A Working Calendar can also be assigned to a process. In that case, it can be understood as a delivery
or production calendar. The handling of such a calendar differs from the calendars assigned to depots.
Calendars assigned to processes are considered as soft constraints, meaning the system understands it
as a planning goal, but may decide to ignore it if demand is rescheduled otherwise.
Note: Due to the dependencies of the various planning inputs and the sequence of
their processing, the calculated demand schedule using process specific calendars may
differ from a plan calculated without process calendars.
2.2.2 Calendar Workbench
The Calendar Workbench screen is available under Master Data Calendars.
Calendar Workbench offers a complete view of all available calendars and their descriptions. It
allows creating, changing, and deleting schemes of working/non-working days for each calendar and
the relevant year to address related planning needs. Upon selecting a calendar in the top section, the
bottom section displays the monthly view of the calendar bucket mappings together with their work-
flag representation.
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Figure 8: Calendar Workbench
Retrieve data with the following selection criteria:
Selection Criteria Definition
Calendar Can select the defined depot calendar in the pull-down menu
Start Date Indicates the Start Date of the selected calendar
End Date Indicates the End Date of the selected calendar
Table 24: Calendar Workbench selection criteria
The following list gives a brief description of the button functionalities and report results:
Create Calendar
This button opens a new window Create Calendar where you can create a
new working calendar.
Update calendar
patterns
This button opens a new window Update Calendar where you can perform
updates to the calendar patterns.

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Delete calendar
This button opens a new window Delete Calendar where you can delete
the selected depot calendar.
Calendar Calendar identifier
Description Optional description for the calendar
Table 25: Calendar Workbench report results
2.2.2.1 Creating a Working Calendar
Creating a new working calendar using the Calendar Workbench as shown in the previous chapter
requires a mandatory Calendar name with an optional Description. This will create a calendar using
the available planning horizon and the chosen work-day pattern.
The following explains the steps to create a new calendar:
1. Select from the Calendar Workbench screen to create a new calendar.
2. Calendar: Enter the name of the calendar.
3. Description: Enter the Description for the Calendar.
4. Pattern: Assign the respective working/non-working days to the calendar.
5. Click on Create to create the calendar.

2.2.2.2 Updating a Working Calendar
In the Calendar Workbench working days are represented by a white or yellow background; non-
working days, e.g., weekends and holidays, by a red background.
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Figure 9: Working/non-working days
A simple click on a specific day will toggle the working/non-working status, e.g., to set public holidays.
You can also update a calendar by clicking on the button Update Calendar in the Calendar
Workbench.
Updating an existing Working Calendar using the Calendar Workbench for the given horizon and
chosen workday pattern will update the existing entries. If the calendar bucket is not available for the
period in the horizon, this will create a new calendar bucket entry.
1. Select the button to change the working/non-working status systematically.
2. The Update Calendar window opens.
3. The checkboxes need to be marked in order to modify the status of every weekday.
2.2.2.3 Deleting a Working Calendar
Deleting an existing Working Calendar using the Calendar Workbench for the given horizon deletes
the available calendar buckets.

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Figure 10: Delete Calendar
An option is available to Delete the entire calendar, which means the entire calendar with all the
available buckets will be deleted.
Note: It is not possible to delete a Working Calendar referenced to the existing depots.
2.2.3 Calendar Setup
The Calendar Setup screen is available under Master Data Calendars.
The Calendar Setup screen allows user to create a new calendar, update an existing calendar, and
delete an existing calendar.
Figure 11: Calendar Setup
For details on how to create, update, and delete a calendar, please refer to the previous chapter.
2.2.4 Modeling Working Calendars
Each depot (location) in a supply chain network requires a working calendar. For our example
presented in the chapter Supply Chain Network, we will need to create depot calendars first before we
assign them to the depots.

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The working calendars will be set up in the Create Calendar screen by assigning the calendar name to
the mandatory Calendar field with an optional Description.
In our example, we will create two different calendars:
5-2 (working week is from Monday to Friday; Saturday and Sunday are non-working days)
6-1 (working week is from Monday to Saturday; only Sunday is a non-working day)
Calendar Description
5-2 Mon Fri
6-1 Mon Sat
Table 26: Calendar Setup screen
Furthermore, work flags have to be defined for the corresponding calendar. In the Pattern section we
define e.g. for our 5-2 calendar a pattern with Monday Friday as working days and
Saturday/Sunday as non-working days.

Figure 12: Pattern box in the Create Calendar screen
This will create working calendars using the already defined Planning Horizon settings and the
chosen work-day pattern. All working calendars are defined for the next 26 weeks starting with the
Current Date (Planning Horizon settings). The calendar days outside of the Planning Horizon are
marked grey. A working week starts on Saturday May 15
th
(6-1 calendar) or on Monday May 17
th
(5-2
calendar). No holidays are defined for the planning period of the concerned 26 weeks.
After setting up working calendars and modeling working and non-working days, you can finetune the
working and non-working days (e.g. adding holidays) for each working calendar.
For this purpose, click on the specific date in the calendar and it will turn red/white (e.g. 26
th
of May):

Figure 13: Adding a holiday in the Calendar Workbench screen
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2.2.4.1 Modeling Depot Names as Calendars
Each depot can have its own working calendar. Also one working calendar can be defined for more
than one depot. Let us assume that each depot had its own calendar except for DC1 and DC2. The two
distribution centers will have the same working calendar, which we name DC.
Calendar Description
VH1 Vendor Hub 1 China working calendar
VH2 Vendor Hub 1 Singapore working calendar
CM1 Contract Manufacturer 1 China working calendar
CM2 Contract Manufacturer 1 Singapore working calendar
DC Distribution Center 1 / Distribution Center 2 working calendar
Table 27: Calendar descriptions
You can also decide to expand your network and open up a new contract manufacturer site and
another Vendor Hub in Singapore. You can define the working calendars upfront and assign them to
the corresponding depots at some later point of time.
2.3 Depots
2.3.1 Overview
Depots are elements of the supply chain structure that represent locations where materials are
procured, transformed, stocked and/or distributed, such as manufacturing plants, distribution centers,
or vendor hubs. A depot is a logical entity and does not necessarily refer to a physical site. The depot
is a mandatory attribute to any demand and supply within the model.
Note: The synonyms for the term Depot are Location, Plant, Site.
2.3.2 Depot Setup
The Depot Setup screen is available under Master Data Depots.
The Depot Setup screen allows the user to define depots in ICON-SCP. Additionally, the Depot Setup
screen provides controls for maintaining calendars.
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Figure 14: Depot setup
Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot, or List. If no
specific Depot is selected, clicking on the Retrieve button will list all depots.
Table 28: Depot selection criteria
The following list gives a brief description of the button functionalities and report results:
Create new depot
Opens a new window where the user can create a new depot
Update selected depot
Opens a new window where the user can update a selected depot
Delete selected depot
Opens new window where the user can delete the selected depot
Depot Depot identifier
Description Optional description for the depot
Plan Flag The depot is considered in planning if this box is checked
Calendar Specifies which calendar is used for the depot
Open calendar
Opens the Calendar window for the selected depot
Table 29: Depot setup report results

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2.3.2.1 Setting up a Depot
This chapter explains how to set up a Depot. Depots will be set up in the screen Depot Setup.
1. Press Ctrl+I or click on .
2. Define Depot identifier and Description.
3. Check the box Plan Flag to consider this depot for planning.
4. Select the calendar to be used for this depot.
2.3.3 Depot Family
The Depot Family screen is available under Master Data Depots.
The Depot Family screen enables the user to combine several depots into a single family. The Depot
Family allows for the creation of lists of depots, which can be used in ICON-SCP reports in order to
retrieve results for that list of depots rather than depot by depot. Thus, the user is able to retrieve
multiple depots in all reports that provide the standard depot selection dropdown.
Figure 15: Depot Family
Depot/Family/List If specified, data is filtered by Depot name, Depot family or Family list. If no
specific Depot is selected, clicking on the Retrieve button will list all depots.
Table 30: Depot Family selection criteria

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Depot Family Depot Family identifier
Table 31: Depot Family report results
2.3.3.1 Setting up a Depot Family
This chapter explains how to set up a Depot Family. You can set up Depot Families in the Depot
Family screen.
1. Press Ctrl+I to insert a new row.
2. Define values for Depot Family.
3. Define values for Depot.
4. Press Ctrl+S to save the changes.
2.3.4 Modeling Depots
After setting up different working calendars for each depot, we will now model the depots and assign
the working calendars to each depot.
As mentioned earlier, our supply chain network consists out of following depots:
two vendor hubs (VH1, VH2),
two contract manufacturer sites (CM1, CM2)
two distribution centers (DC1, DC2)
The depots will be set up in the Depot Setup screen by assigning the depot name to the mandatory
Depot field with an optional Description.
Depot Description Plan Flag Calendar
VH1 Vendor Hub 1 China 1 5-2
VH2 Vendor Hub 1 Singapore 1 6-1
CM1 Contract Manufacturer 1 China 1 5-2
CM2 Contract Manufacturer 1 Singapore 1 6-1
DC1 Distribution Center 1 1 5-2
DC2 Distribution Center 2 1 6-1
Table 32: Depot Setup screen
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Furthermore, the application expects the Plan Flag definition which determines if the concerning depot
will be considered for planning or not. If you want to model different scenarios of supply chain
networks, you could check in and check out the flags as required. In our example, we will set the
planning flags for all depots of our current supply chain network.
The working calendars which have been defined in the chapter Modeling Depot Names as Calendars are
now assigned to each depot. VH1, CM1 and DC1 share the calendar 5-2 whereas VH2, CM2a nd DC2
share the calendar 6-1.
2.3.4.1 Modeling Depot Family
Families are a construct to aggregate data in ICON-SCP, so planning results can be retrieved on an
aggregated level. If for example your reporting requires planning results to be aggregated on a certain
aggregated depot level, you can consider modeling depot families.
In our example, we want to have the ability to easily report planning results on an aggregated depot
level, thus we will create following depot families:
Depot Family Depot
CM CM1
CM2
DC DC1
DC2
VH VH1
VH2
Table 33: Depot Family Setup screen
With this kind of depot family model, you could e.g., report the planning results of a particular part
being stored in both contract manufacturing depots (CM1 and CM2).
2.3.4.2 Modeling Regional Depot Family
If we want to see the total quantity of a raw material in both China depots (VH1 and CM1), we can
model depot families on a region level.
Depot Family Depot
Singapore VH2
CM2
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China VH1
CM1
Table 34: Modeling of depot families
2.4 Channels
2.4.1 Overview
When an end-product is assembled, it can take various channels before it reaches the customer. A
distribution channel depicts such channels (wholesale, retail, direct sale). In ICON-SCP, the objective
of channel modeling is to build hierarchies for forecasting processes. A typical use case would be to
model geographical regions, distribution channels, or product classes as ICON-SCP Channels. As
channels can be arranged in a tree-like fashion, they are useful for modeling hierarchical relationships.
In order to use channel hierarchies for the forecasting processes, the channels need to be as specific
as possible. Such a channel could be LOW_END_SERVERS-US_EAST_COAST-SMALL_RESELLER,
consisting of a product-group, region, and customer-classification.
The setup and modifications of the channel profile can be performed in the Channel Workbench,
which will be explained in a subsequent chapter.
The effect of the Channel hierarchy on the Forecast-Order-Netting process is discussed in chapter
Forecast Netting. Additionally, the Channel hierarchy usage is described in chapters Forecast
Classification and Forecast Allocation.
2.4.2 Customer Setup
The Customer Setup screen is available under Master Data -> Channels.
The Customer Setup screen allows the user to define all customers in ICON-SCP including their
description. Ultimately, the customers are attached to Customer Orders and Forecast.
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Figure 16: Customer Setup screen
Customer/List If specified, data is filtered by Customer or Customer List. If no specific
Customer is selected, clicking on the Retrieve button will list all customers.
Table 35: Customer selection criteria
Customer Customer identifier
Description Description of the customer defined
Table 36: Customer report results
2.4.3 Channel Workbench
The Channel Workbench screen is available under Master Data Channels.
The Channel Workbench screen supports controlled changes to the channel profile. The planner can
use the workbench to modify the channel profile.
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Figure 17: Channel screen
Channel/List If specified, data is filtered by Channel or Channel List. If no specific
Channel is selected, clicking on the Retrieve button will list all channels.
Table 37: Channel selection criteria
Channel Channel identifier
Description Description of the channel defined
Std Unit Price The average price on channel level. It is used to define the price this product
is sold for if there is no other specific information available.
Parent Channel Channel Family name
Channel Description of the channel assigned to a Parent Channel
Table 38: Channel report results
2.4.3.1 Arranging Channels into Hierarchy
This chapter explains how to create a channel hierarchy from the Channel Workbench screen.
1. Right-click in the Channel Hierarchy screen and click on Insert Row.

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2. Enter a name for a Parent Channel and a name for a Channel.
3. Right-click in the screen again and click on Save Changes.
4. Click on Retrieve to display all channels.
5. In the Filter option, select the parent channel you created in step 3.
The channel hierarchy will be displayed as below:

2.4.4 Channel Mapping
The Channel Mapping screen is available under Master Data -> Channels.
In the Channel Mapping screen, the user can assign defined customers and channels to available
depot-parts.
Any forecast process that supports channel-hierarchies uses the channel-mapping to identify the
channel for each depot-part-customer. The logic is as follows:
If an entry exists for a given depot-part-customer, this combination is added to the channels
hierarchy.
If no such entry exists, the depot-part-customer is considered separately of all others.
Each combination is considered separately if the hierarchies are disabled.
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Figure 18: Channel Mapping screen
Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot, or List
Part/Family/List If specified, data is filtered by Part Number, Part Family, or Part List
Controller If specified, data is filtered by Controller
Product Line If specified, data is filtered by Product Line
Customer/List If specified, data is filtered by Customer or Customer List. If no specific
Customer is selected, clicking on the Retrieve button will list all customers.
Table 39: Channel Mapping selection criteria
Part Part identifier
Customer Customer identifier
Channel Channel identifier
Table 40: Channel Mapping report results

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2.4.5 Modeling Channels
In ICON-SCP, the objective of the channel modeling is to build hierarchies for forecasting processes.
You can model geographical regions, distribution channels or product classes. And you can model the
channels hierarchically. The crucial point is to define channels as specific as possible!
Assuming we (OEM) sell our three different types of our product SYSTEM_1 A, B, C. These three
different types can have four different memory capabilities, five different colors, which ultimately
results in 60 different combinations. And this is the result solely considering the product classes.
Considering in addition the different CM plants, different regions (where we sell), sales channels (how
we sell, e.g. direct, retail, wholesale) the number of possible part-depot-customer combinations could
be more than a few thousand. Of course, a gross forecast on this level of detail is almost impossible,
moreover we want to cluster the combinations in a reasonable manner.
In our example, we have defined three distribution channels: SYSTEM_1-DIRECT, SYSTEM_1-RETAIL,
SYSTEM_2-RETAIL.
Figure 19: Supply Chain View & Material Flow View
For example, with the SYSTEM_1-DIRECT we cluster all SYSTEM_1 parts that we sell directly to the
customer, without knowing the memory capabilities, the colors etc.
These three channels will be modeled in the Channel Workbench in the Channel window:

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Channel Description Std Unit Price
SYSTEM_1-DIRECT Direct Distribution Channel for SYSTEM_1 product sold
to Customer B in North America
$160
SYSTEM_1-RETAIL Retail Distribution Channel for SYSTEM_1 product sold to
Customer A in Europe

SYSTEM_2-RETAIL Retail Distribution Channel for SYSTEM_2 product sold to
Customer B in North America

Table 41: Channel Workbench screen
As the last two distribution channels are considered as retail channels, we could create a parent
channel RETAIL and model this relationship in a hierarchical fashion. The hierarchy relationship is
modeled in the Channel Hierarchy window.
Parent Channel Channel
RETAIL SYSTEM_1-RETAIL
Table 42: Parent channel modeling in the Channel Workbench screen
2.4.5.1 Channel/Customer Relationship
In order to explain the following chapters better, we will expand our example in the following way:
Assuming, the OEM sells three types of the SYSTEM_1: A, B, C. All three have different memory
capabilities (1GB, 2GB, 4GB and 16GB) and different colors (red, white, black, silver and gray). All
together results in 60 different combinations.
The next assumption is that the OEM supplies customers in Europe and North America. OEM runs one
distribution center in Europe and two distribution centers in North America (West and East).
Considering those, we have 180 part-depot combinations in case each SYSTEM_1 product will be
distributed through the three distribution centers.
The third assumption is that the SYSTEM _1 is sold to two wholesalers (e.g. WS_NA and WS_EU) and
four retailers (retail_1, retail_2, retail_3, retail_4). Moreover OEM sells directly to the end customers
(let us group them under OTHER). That makes around 2340 part-depot-customer combinations.
This channel/customer relationship is needed when providing a forecast. The goal is to specify the level
the forecast should be based on. For example, a certain level can be defined as all directly sold
SYSTEM_1 products of type A (memory size and color are unknown).
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The channel can be mapped to the specific part-depot-customer combination. This mapping can be
defined in the Channel Mapping screen. If we for example create a forecast on a SYSTEM_1Type A
DIRECT level and all required part-depot-customer combinations are pointing to this channel, then
during the forecast processing the correct Gross Forecast and Customer Orders will be aggregated.
This means that each directly sold SYSTEM_1 product of the type A will be netted from the Gross
Forecast for the directly sold SYSTEM_1 product of the type A.
DEPOT PART CUSTOMER CHANNEL
EU SYSTEM_1-A-1-RED OTHER SYSTEM_1-A-DIRECT
NA_EAST SYSTEM_1-A-1-WHITE OTHER SYSTEM_1-A-DIRECT
NA_WEST SYSTEM_1-A-16-BLACK OTHER SYSTEM_1-A-DIRECT
EU SYSTEM_1-A-1-RED WS-EU SYSTEM_1-A-WS
EU SYSTEM_1-A-1-RED SELLER_1 SYSTEM_1-A-RETAIL
Table 43: Data Setup in the Channel Mapping
The following table shows an example for a parent channel mapping:
S-DIRECT SYSTEM_1-A-DIRECT
SYSTEM_1-B-DIRECT
SYSTEM_1-C-DIRECT
S-WHOLESALE SYSTEM_1-A-WS
Table 44: Example of a parent channel mapping
2.4.5.2 Modeling Channels as Geographical Regions
Channels can be modeled as geographical regions by adding the regional dimension to the channel and
clustering the combinations accordingly. If we consider the example from the previous chapter, where
the OEM supplies customers in Europe and North America East and West coast, we can define the
channels as following:
EU SYSTEM_1-A-1-RED OTHER SYSTEM_1-A-EU
NA_EAST SYSTEM_1-A-1-WHITE OTHER SYSTEM_1-A-NA_EAST
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NA_WEST SYSTEM_1-A-16-BLACK OTHER SYSTEM_1-A-NA_WEST
EU SYSTEM_1-A-1-RED WS-EU SYSTEM_1-A-EU
EU SYSTEM_1-A-1-RED SELLER_1 SYSTEM_1-A-EU
Table 45: Data Setup in the Channel Mapping
By defining the channels this way, we do not cluster the combinations according to the sales channels
(direct, retail, wholesale), but according to the regions. It goes without saying that we could keep the
sales channels dimension and add the region dimension which could result in a channel SYSTEM_1-A-
DIRECT_NA_EAST. This way the channel is clustered with three dimensions: product class, sales
channel and region.
2.4.5.3 Modeling Channels as Product Classes Hierarchically
Channels can be modeled as product classes. The following table shows on the right side how to model
the product classes A, B, C for SYSTEM_1 and SYSTEM_2 together with the sales channel dimension.
As mentioned earlier, you can model the channels hierarchically. On the left side of the table below the
according parent channels are created and the defined channels in the Channel window are assigned
to the corresponding parent channel.
SYSTEM_1-A S1-A-DIRECT
SYSTEM_1-A S1-A-WHOLESALE
SYSTEM_2-A S2-A-RETAIL
SYSTEM_2-A S2-A-DIRECT
SYSTEM_2-B S2-B-DIRECT
SYSTEM_1-B S1-B-WHOLESALE
SYSTEM_1-B S1-B-DIRECT
SYSTEM_1-C S1-C-DIRECT
Table 46: Channel modeling in the Channel Workbench screen
When Channel hierarchy is used in Forecast Processing, the planning engine will categorize the demand
on the parent channel only.
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2.4.5.4 Modeling Channel Standard Unit Price
ICON-SCP provides a basic cost model, which enables the user to consider financial factors when
creating a plan. When additionally provided with sales price/unit data, Revenue and Margin reporting
can be performed during the development of operational goals and initiatives.
Here, we want to model the sales price in order to understand how this information later is used for
reporting purposes.
The sales price can be entered as Standard Unit Price on different levels, in a Customer Order, in the
Channel Workbench or on the Part-Depot level. If no price is defined in the Customer Order, the
system will make calculations using the Std Unit Price defined in the Channel Workbench screen. In
case neither Customer Order price, nor Std Unit Price in the Channel Workbench is given, then the
Std Unit Price set on the Part-Depot level will be considered for the price calculation.
Logic propagation
of the price
Sales Price Screen
1 Std Unit Price Customer Order
2 Std Unit Price Channel Workbench
3 Std Unit Price Part-Depot
Table 47: Logic propagation of the price
The sales price in the Customer Order screen will be the exact unit price per unit of one customer
order. The Standard Unit Price is the average sales price of a channel. Each channel can have its own
Std Unit Price. We will assign an average price to a defined channel in the Channel Workbench in the
Channel window:
SYSTEM_1-DIRECT Direct Distribution Channel for SYSTEM_1 product
sold to Customer B in North America
$160
SYSTEM_1-RETAIL Retail Distribution Channel for SYSTEM_1 product
sold to Customer A in Europe
$250
SYSTEM_2-RETAIL Retail Distribution Channel for SYSTEM_2 product
sold to Customer B in North America
$240
Table 48: Channel Workbench screen
All products, which point to the channel SYSTEM_1-DIRECT (different memory capabilities, colors, etc.)
can have a unit price in a range between $180 and $1400. We will assign a Std Unit Price of $160 to
these products.
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The same products can have different prices, if they are sold through different channels. For example,
the SYSTEM_1 product (a particular memory capability, color, etc.) which points to the channel
SYSTEM_1-DIRECT can be sold for a lower price than the same SYSTEM_1 product, which points to the
channel SYSTEM_1-RETAIL.
Figure 20: Low price and High price channels
If both channels have the same products in the assortment, they can be sold for a different price:
through Low Price channel for 160$ per unit and through High Price channel for 200$ per unit.
2.5 Parts
2.5.1 Overview
The parts are elements of the supply chain structure that represent the materials that flow through a
supply network like raw materials, subassembly parts, or finished goods.
The part is a mandatory attribute to any demand and supply within the planning model.
2.5.2 Part Workbench
The Part Workbench screen is available under Master Data Parts.
The Part Workbench screen combines all part-related master data. The report consists of three
sections:
1) filters
2) part overview
3) part-specific details
The filters section is located at the top of the screen. It allows the user to configure data retrieval
options.

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The part overview section is located in the middle of the screen between the filtering section at the top
and the details section at the bottom. The displayed data is on part level and contains part attributes
that apply throughout the planning model.
The details section is located at the bottom of the screen. It shows detail information about the specific
part selected in the part overview section. The various tabs show depot specific parameters for
planning, target inventories, replenishment process definitions, and associated Bill of Materials (BoM).
The sub-screens Planning, Target Inventory, Process Setup, Bill of Materials, and Inverted
BoM show detail information about the specific part selected in the part overview section.
Figure 21: Part Workbench screen

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As the Part Overview represents the Part Setup screen, please refer to the chapter 2.5.3 for further
details.
In the Planning tab, depot-specific part attributes can be defined and reviewed. Please refer to the
chapter 2.5.4 for further details.
In the Target Inventory tab, depot-specific and time-phased target inventories can be defined and
reviewed. If specified, the part level default values from the Planning tab are overruled. Please refer
to the chapter 2.9 for further details.
In the Process Setup tab, depot-specific replenishment processes and parameters can be defined and
reviewed. If specified, the part level default values from the replenishment section (compare to Part
Setup screen) are overruled. Please refer to the chapter 2.7.2.1 for further details.
In the Bill of Materials tab, all BoM records for a given Part are displayed (one level). Please refer to
the chapter 0 for further details.
In the Inverted BoM tab, all parents for a given component or sub-assembly are displayed (one
level). Please refer to the chapter 0 for further details.
2.5.3 Part Setup
The Part Setup screen is available under Master Data Parts.
The Part Setup screen contains part attributes that apply throughout the planning model, thus raw
materials, subassemblies, and finished goods are listed. Furthermore, the user can define which part
should be considered for planning by checking in/out the Plan Flag.
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Figure 22: Part Setup screen
Selection criteria Description
Table 49: Part Setup selection criteria
If no filter is specified, selecting the Retrieve button will list all parts defined.
Part Part identifier (key field)
Description Description of the Part

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Controller Controller code of the Part
Product Line Product line of the Part
Family Default Family of the Part
Plan Flag Only parts for which the Use for Planning checkbox is set are planned and
available in planning reports
Table 50: Part Setup report results
2.5.4 Part-Depot Setup
The Part-Depot Setup screen is available under Master Data Parts.
In the Part-Depot Setup screen, the user can define and review depot-specific part attributes. Such
depot-specific part attributes are standard unit costs and prices for each part-depot combination. The
user can define on part-depot level which part may be considered as a constraint in the Constraint
Based Planning process. The user can also define the costs and price for each part-depot combination.
Figure 23: Part-Depot Setup screen

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Depot/Family/List If specified, data is filtered by Depot Number, Depot Family, or Depot List
Table 51: Part-Depot Setup selection criteria
Constraint Flag The Constraint flag defines whether the Depot/Part constrains the plan.
Inhouse Flag The Inhouse flag marks the Depot/Parts to be considered in the Inhouse
Consumption Logic. This logic applies to parts (components or sub-
assemblies) that are set up in alternative groups where the parent is also set
up for the Inhouse Consumption Logic (see Alternative flag). If marked, the
supply of this alternative part in this depot is used up before proposals on
other alternatives are generated.
Pull Flag The Pull flag marks the Depot/Part to be replenished in full lots (min/mult
qty). The min/mult qty is considered with the very first pulled unit if the
available supply permits it.
Alternative Flag The Alt flag marks a Depot/Part (BOM parent with alternative components) to
be considered in the Inhouse Consumption Logic.
Prioritized Flag The Prioritized flag marks the Depot/Part in order to:
a) Consider alternate planning processes (defined in process setup) in a
prioritized manner. If not set, the alternate processes are considered with a
relative percentage share.
b) Consider its BOM alternatives in a prioritized manner. If not set, the BOM
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alternatives are considered with a relative percentage share.
Consequently, for alternate production processes referring to BOMs having
alternate components, the flag has impact on choosing both the process and
components at the same time.
Std Unit Cost The average cost on the part-depot level. This is used if no other information
on the origin of the part is available, e.g., to value OH inventory.
Std Unit Price The average price on the part-depot level. This is used to define the price this
product is sold for if there is no other information available.
Table 52: Part-Depot Setup report results
2.5.5 Part Family Setup
The Part Family Setup screen is available under Master Data Parts.
aggregated level. The Part Family Setup allows for creating lists of parts, which can be used in ICON-
SCP reports in order to retrieve results for that list of parts instead of retrieving part by part.
A family usually consists of several parts. Family members can be explicitly defined on a part or family
level. A hierarchy of families can be created by defining sub-families; meaning families can be nested
(family of families).
Family selection on a planning screen or report does not have an impact on planning results. It just
reports data differently.

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Figure 24: Part Family Setup screen
Within the Family Setup area, family definitions can be entered and reviewed.
Table 53: Part Family Setup selection criteria
If no filter is specified, selecting the Retrieve button lists all parts defined.
The following list gives a brief description of the data fields:
Family The family name (ID). This will be used in ICON-SCP reports in order to
reference the family.
Part Within the Part column, the family members are defined.
Sub Family A Family definition can consist of several parts and sub families.
Table 54: Part Family Setup report results
The Filter provides a graphical view on the family structure. All sub families are displayed for a
selected Family.
By selecting any family in the tree view, the family definition is displayed in the family setup area.
In order to expand or collapse the complete family tree view, use the Ctrl Key and right-click on the
family trees root. A menu will appear which allows:
expanding the family / expanding the complete tree view
collapsing the family /collapsing the complete tree view
printing the current view of the family tree
2.5.5.1 Setting up a Part Family
The same part can be a member in more than one family or sub family. Define a family as follows:
1. Enter Family Name in Family drop-down list to check if Family Name already exists.
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In order to avoid unwanted changes in existing families or duplicate family entries when a new
family is set up, verify if the family name is already used. The user can execute a query in
order to check for the chosen family name.
2. Press the Retrieve button.
3. Right-click in the middle window and select Insert Row.

4. Define values for Family name (mandatory).
5. Define values for Part name (mandatory).
6. Right-click and select Save Changes.
For families consisting of many members, the family definition records can be copied from external
sources (e.g., MS Excel) and pasted into the Part Family Setup screen.
2.5.5.2 Setting up a Sub Family
The same part can be member in more than one family or sub family. A sub family can be defined in a
following way:
1. Enter Family Name in Family drop-down list to check if Family Name already exists.
In order to avoid unwanted changes in existing families or duplicate family entries when a new
family is set up, it verify if the family name is already used. The user can execute a query in
order to check for the chosen family name.
2. Press the Retrieve button.
3. Right-click in the right window and select Insert Row.
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4. Define values for Family name (mandatory).
5. Define values for Sub Family name (mandatory).
6. Right-click and select Save Changes.
2.5.6 Part Lock
The Part Lock screen is available under Master Data Misc.
In the Part Lock screen, parts can be locked on various levels of the BOM, for example due to
material issues. All orders or deliveries where the locked part is being used (at any level of the BOM)
are no longer releasable and will be marked as locked (Release Code = L) in the Ack Date Report.
The settings in the Part Locks screen override the settings in the Material Attributes screen.
Figure 25: Part Lock
Locked demand still allocates supply according to the defined priority sequence. A part lock does not
alter the selection of a BOM alternative during planning, i.e., if the preferred alternative is being
locked, planning does not select the second best alternative. Part locks do not influence the partialling
decision.
Target Type Demand Type for which Part Locks are defined. Possible values are:

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CO: Customer Orders
IR: Inventory Reservations
FC: Demand Forecast
AD: Additional Demand
WO: Work Order
DMD: Any demand type (all of the above except WO)
Depot Depot of the part to be locked. This value may contain wildcards (%).
Part Part to be locked. This value may contain wildcards (%).
Order Item No Order Item (i.e., Order No + order line) to be locked. This value may contain
wildcards (%).
Lock No Unique ID of the lock; will be assigned by ICON-SCP.
Target Depot Depot where the demand defined in the Target Type field occurs.
Lock Code Optional field; may be used to enter a lock category like QH (quality hold) for
example.
Lock Scope O if the complete order should not be releasable. D if specific deliveries of the
selected order(s) should not be releasable.
Creation Date Creation Date of the lock; will be assigned by ICON-SCP.
Lock User User creating the lock; will be assigned by ICON-SCP.
Lock Comment Optional comment
Table 55: Part Lock report results
2.5.6.1 Locking a Part
The following steps explain how to lock a part:
1. In the Part Lock screen, create a new entry by selecting Insert row from the menu File (or
Ctrl + I).
2. Select a Target type (CO, AD, FC, IR, WO), Target Depot, Lock Scope, Part.
In the new row, the following information is mandatory in order to save an entry: Target
type, Target Depot, Lock Scope, Part.
3. Select Save from the File menu (Ctrl + S) to save the entry.
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Now the new entry needs to be processed in order for this locked target type to have an
impact on the release picture.
4. The calculation will be performed with the Calculate Release Status screen (can be found in
the Planning accordion menu). Enter the number of days for which the release status needs to
be calculated, and click on OK.
The Ack Date Report will now display the locked parts.
2.5.7 Modeling Parts
In our example in the chapter Supply Chain Network the OEM is managing the production of two
finished goods SYSTEM_1 and SYSTEM_2. The finished goods as well as its components such as raw
material, sub assembly and other part relevant information will be loaded with the interface files into
ICON-SCP and will be displayed in the Part Setup screen.
Furthermore, let us assume the two finished goods consist out of following raw material and sub
assemblies:
Figure 26: Raw material list for SYSTEM_1 and SYSTEM_2 parts
The finished goods SYSTEM_1 and SYSTEM_2 use some of the same material for their assembly, but
some are FGI-specific: ASIC_1000 and ASIC_2000.
The table below shows the part set up for the parts SYSTEM_1 and SYSTEM_2:
Part Description Controller Product line Family Plan Flag
SYSTEM_1 SYS KA RM Checked
CHASSIS_R Chassis R SYS KA RM Checked

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MODULE_A Module A SYS KA RM Checked
MAIN_BOARD Main Board SYS KA RM Checked
ASIC_1000 Asic 1000 SYS KA RM Checked
COOLING_UNIT Cooling Unit SYS KA RM Checked
CABLE_X Cable X SYS KA RM Checked
WEST_DIG West Dig HDD SYS KA RM Checked
SEAG Seag HDD SYS KA RM Checked
SYSTEM_2 SYS KA RM Checked
ASIC_2000 Asic 2000 SYS KA RM Checked
MODULE_B Module B SYS KA RM Checked
CABLE_Y Cable Y SYS KA RM Checked
Table 56: Part set up for the parts SYSTEM_1 and SYSTEM_2
Each component (raw material, sub-assembly and finished good) is listed in the Part Setup table.
Modeling Part Family
aggregated level. If for example your reporting requires planning results to be aggregated on a certain
aggregated part level, then you can consider modeling part families.
In our example, we want to have the ability to easily report planning results on an aggregated part
level, thus we will create following part families:
Part Family Part
SYSTEM SYSTEM_1
SYSTEM_2
CPU ASIC_1000
ASIC_2000
SERV_PARTS BOARD_XS
CABLE_2IN
CASSIS_X
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CPU_QUAD_M5
CPU_QUAD_M7
HDD_2TB
MTHBD_X5
MTHBD_X7
RAM_128GB
Table 57: Part families setup in the Family Setup screen
A hierarchy of families can be created by defining sub-families, meaning families can be nested (family
of families).
Family Sub Family
SERVERS SERV_PARTS
SYSTEM
SYSTEM SERV_PARTS
Table 58: Parent part families setup in the Family Setup screen
2.6 Suppliers
2.6.1 Overview
Suppliers are elements of the supply chain network that represent a party that supplies goods or
services to another company (e.g., to an OEM).
2.6.2 Supplier Setup
The Supplier Setup screen is available under Master Data -> Parts -> Supplier Setup.
The Supplier Setup screen allows the user to define all suppliers in ICON-SCP, including their
description.
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Figure 27: Supplier Setup screen
The system validates that any supplier entry in Process Setup refers to a feasible supplier of this
table.
Supplier/List If specified, data is filtered by Supplier or Supplier List. If no specific
Supplier is selected, clicking on the Retrieve button will list all suppliers.
Table 59: Supplier selection criteria
Supplier Supplier identifier
Description Description of the supplier defined
Table 60: Supplier report results
2.6.3 Modeling Suppliers
Before creating a supplier process in the Process Setup screen, a supplier should be first added into
the Supplier Setup screen.
Supplier Description
SUPPLIER_A Supplier A

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SUPPLIER_B Supplier B
SUPPLIER_C Supplier C
SUPPLIER_D Supplier D
SUPPLIER_E Supplier E
SUPPLIER_F Supplier F
SUPPLER_X Supplier X
Table 61: Supplier setup example
2.7 Processes
2.7.1 Overview
In each network, materials are procured, produced, and transported, thereby consuming resources like
material and capacity. Processes define how parts can be replenished if demand exceeds available
supply or if an inventory buffer is desired. Processes connect various locations within the supply chain
and eventually define the scope of the planning model.
ICON-SCP distinguishes three process types:
1. Production
2. Depot
3. Supplier
The next section elaborates on these different process types in more detail.
2.7.1.1 Production Processes
The first process type is the production process, denoted as PRODUCTION within ICON-SCP. Defining
a production process for a part in a depot indicates that demand for the part can be fulfilled by
producing the part requested. Assembly and manufacturing operations are typically modeled with
production processes. While specifying a production process only declares the replenishment type, the
specific use of components and sub-assemblies is defined within the Bill of Materials.
Typically, a production process will also require production capacities like machines, tools, or labor.
This capacity usage is also specified within ICON-SCP.
The following figures show the setup of a production process in the Process Setup along with a Bill of
Materials and the Capacity Setup.
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Figure 28: Definition of Production Processes in Process Setup
Figure 29: Definition of Production Process in BoM

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Figure 30: Definition of Production Process in Capacity
Production processes, defined for a certain combination of depot and part, define material
requirements, i.e., needed supply, at the very depot via the Bill of Materials (BoM). The components
referred to in the BoM in turn also define replenishment processes as they also need to be procured.
This way, the supply network is created. In those cases where the supply side is of interest, e.g.,
because it is a warehouse, a vendor hub, or another production site under control of the planner, depot
processes -- as explained in the following section -- should be used. If this is not the case, supplier
processes as explained in section Supplier Processes are the correct model element.
2.7.1.2 Depot Processes: Transfer or Supply Chain Processes
Depot processes are the central building blocks of the supply network. They define a child-parent-
relationship between two depots for a part. In this relationship:
the parent plant will see supply originating from the child plant.
the child plant will see dependent demand originating from the parent plant.
an IWT (inter warehouse transfer) proposal will be generated to the child plant for the delivery
of material to the parent depot.

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Depot processes are used whenever it is desired to control the generation of supply in response to
dependent demand generated at a downstream depot.
Procurement of material over the relationship, i.e., using the depot process, requires a lead time (due
to transportation, manufacturing, order processing etc.) and is subject to some other constraints that
can be set when creating or modifying the depot process.
As stated before, in those cases where the supply side is not of interest, use supplier processes as
explained in the following section.
2.7.1.3 Supplier Processes
External supplier relationship can be modeled with the supplier process. For a given part, a named
supplier process refers to a receiving depot and usually identifies the supplier or purchasing source.
Note: It is mandatory that a Supplier-Process refers to a Supplier previously defined in
the Supplier Setup.
2.7.1.4 Mix of Processes (e.g., Make-or-Buy)
Sometimes companies have the option to either make or buy a certain material. In such cases, both
parallel processes may be modeled and process shares applied. In other words, the result is a mix of
processes, e.g., 70% make (production) and 30% buy (procurement). An alternative scenario shows
the processes change over time. For example the production of a sub-assembly can be outsourced to a
supplier and thereby become a procurement part. In this case, it is not the material that changes but
the way it is replenished.
For sourcing of supply, substitution rules can be defined as well. For all sourcing processes described
earlier (Production, Procurement, Supply Chains) it is possible to define alternate source of supply. The
source of supply might either be a production line, an external supplier or a vendor hub depot,
depending on the chosen processes. For example:
Same part with alternative suppliers
Same part sourced from alternative warehouses or locations
Assembly with alternative production operations with different capacities
Alternative sourcing of in-house vs. out-sourced capacity or supply
2.7.1.5 Process Attributes
Processes have attributes like Multiple Order Quantity, Frozen, Lead Time, Follow-Up Time.
2.7.1.5.1 Multiple Order Quantity
The Multiple Order Quantity is a process attribute that determines the number of units of one part
that are manufactured in one production run without changing the setup of machines. This quantity is
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the least number of units of one part from each execution of the production, purchase, or transfer
process and each replenishment yields an integer multiple of this quantity. In addition, a Minimum
Order Quantity defines the least number of units of one part replenished by a single process
execution and helps to further define the replenishment.
Example: In the example shown below, the part MAIN_BOARD is replenished from depot VH1. When
parts are replenished, at least 10 units have to be transferred. Additionally, the multiple is set to 5
such that in total only multiples of 5 including or exceeding 10 (i.e., 10, 15, 20, 25 etc.) will be
replenished using this process.

It is important to understand that minimum order quantity and multiple order quantity do not define
constraints in the sense that the defining process is not used unless the quantity is less than the
minimum quantity or not equal to an integer multiple of the multiple order quantity. Rather, the
replenished quantity is adjusted such as to match these attributes.
2.7.1.5.2 Frozen
The updating of production plans is typically achieved by rolling the planning horizon forward, one
period at the time. You can provide stability in planning components and assemblies, by freezing a
portion of the master production schedule. The planning horizon can be divided into months. At the
beginning of January the plan is made that covers January through December. But only the first
period, the so called frozen period is put into practice. At the beginning of the second period, a new
plan is made considering the actual developments during the first frozen period and updated forecast
for the future periods.
In ICON-SCP the Frozen period is a process attribute that determines the period of time during which
the planning will not create new supply proposals.
Example: For a procurement part, planning would not create any PO and IWT Proposals and for an
end product, planning would not propose any WO proposals within the frozen period.
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2.7.1.5.3 Lead Time and Follow Up Time
The Lead Time in ICON-SCP is a process attribute calculating the days between the Work Order Start
Date and Capacity Consumption Date.
Example: A production process of a sub-assembly part can take two days to be produced.
The Follow-Up Time is a number of workdays required for inspection and placement into storage,
after the material receipt. It calculates the days between the Capacity Consumption Date and the Work
Order Completion Date.
Example: A production process (e.g., furnaces) of a sub-assembly part can take two days, but needs
an additional follow-up time of one day in order to cool down.
The graphic below shows the starting and the ending point of the Lead Time period as well as the
starting and ending point of the Follow Up Time period. The calculation of the two needs to consider
different processes and different calendars.

Legend:
WSD: Work Order Start Date
CCD: Capacity Consumption Date
WCD: Work Order Completion Date
As discussed earlier, the material can be produced (WO), purchased (PO) or transported (IWT) - three
different process types. For each process type, the initiation and completion dates have a different
name in ICON-SCP.
Synonyms PO IWT WO SUPPLY
WSD BOOKING_DATE SEND_DATE START_DATE BOOKING_DATE
CCD
WSD WCD CCD
LT FT
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WCD EFFECTIVE_DATE ARRIVAL_DATE FINISH_DATE EFFECTIVE_DATE
Table 62: Synonyms for WSD, CCD, WCD
Note: The above table also shows the corresponding name of the fields on the SUPPLY
table.
Figure 31: Process Types Lead Time
The weekend bridge issues and holidays at the sending/receiving site are identified and considered in
the lead time calculation. Depending on the process type, the lead time is considered in working days
or calendar days. The Follow-Up Time is always considered in working days.
Process Type Behavior
Production LT in working days; follows the depot calendar
FT in working days; follows the depot calendar
Production start only at working day at production site
Production arrival only at working day at receiving site
Supplier (Procurement) LT in calendar days
Procurement arrival only at working day at receiving site
Depot (Transportation) LT in calendar days
IWT start only at working day at sending site
IWT arrival only at working day at receiving site
Table 63: Lead Time and Follow-Up Time behavior for the three process types
Production Processes and Follow Up Time

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The Lead Time shift for production processes and the Follow-Up Time calculation for all processes
consider the working days in the production/receiving depot.
Let us assume that a Lead Time for a WO process (between the WSD and CCD) takes one day (LT=1
day) and the Follow-Up Time (between the CCD and WCD) takes three days (FT=3 days). The
production/receiving depot calendar shows the non-working days marked purple.
The following table shows the completion periods (first row) and the corresponding start periods based
on the given lead time/follow-up time (first column).

If a production process defines both LT>0 and FT>0 the corresponding periods can be obtained from
the above table by applying the shifts sequentially, e.g., LT=1 and FT=3 and an expected WCD=12
leads to CCD=8 and WSD=5.
IWT/PO Processes and Follow-Up Time
IWT and PO processes calculate the lead time shift based on calendar days, considering both calendars
simultaneously, i.e., the shift is done forward and backward until the dates are same.
Note: Suppliers do not have a working calendar (yet) and are assumed to have
working days only.
To examine the synchronized backward/forward calculation, we will be focusing on the IWT process.
Let us assume that a lead time for an IWT process between the sending site and the receiving site
takes two days (LT=2 days). The receiving site calendar shows SAT, SUN, and TUE as non-working
days, while the sending site calendar shows SAT, SUN, and THU as non-working days.
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Backward:
We know our expected receipt date, (this is a requisite from our planning) and we need to calculate
the Send Date. This calculation is done from the Effective Date and we need to calculate the Send
Date together with lead times and calendars. As mentioned above, for the IWT process, the lead time
is calculated in calendar days, which means every day counts. The above figure shows the
backward/forward synchronization in regards to three different expected receipt dates. Let us focus
only on the Tuesday the 6
th
as our expected receipt date (the middle row). We will count backwards
considering the lead time of the process being two days. The first attempt will be negative as the
sending depot would need to send the material on a Sunday in order to fulfill our expected receipt date
on Tuesday. The adjustment of the backward calculation is needed where the system will look for the
first possible working day at the sending depot. Calculating backwards, Friday the 2
nd
will be the first
working day at the sending depot.
Forward:
This logic is similar to that used to calculate forward. Now we would like to determine the date when
the material will be available in our companys premises (Arrival Date). This calculation is done from
the Send Date and we need to calculate the Arrival Date together with lead times and calendars. The
sending depot will send the material only on working days. Our backward calculation in the example
above resulted in a Send Date Friday the 2
nd
. The receiving depot will pick up the material only on
working days. The first attempt will be negative as the receiving depot would need to accept the
material on a Sunday. The adjustment of the forward calculation is needed where the system will look
for the first possible working day at the receiving depot. Calculating forward, Monday the 5th will be
the first working day at the receiving depot.
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ICON-SCP will not set the Arrival Date to a non-working date based on the receiving depot calendar,
but rather to the next working day.
Lead Time/Frozen and Reserve-Flag:
If a supply needs to book material, the withdrawal will not be earlier than today. After that, the
complete LT and FT are required until the supplied part becomes available.
If a supply needs to book capacity, the consumption will not be earlier than today. After that,
the complete FT is required until the supplied part becomes available.
The Frozen period is applied to new proposals only.
2.7.2 Process Setup
2.7.2.1 Process Setup
The Process Setup screen is available under Master Data Parts.
In the Process Setup screen, depot-specific replenishment processes and parameters can be defined
and reviewed. If specified, the part level default values (defined in the Part Workbench screen) from
the replenishment section are overruled.
Figure 32: Process Setup screen
Depot/Family/List If specified, data is filtered by Depot Name, Depot Family, or Depot List

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Table 64: Process Setup screen selection criteria
Shares
Workbench
Supports controlled changes to the process shares (Process share is explained
in the next chapter)
Depot Depot identifier (key field)
Process Process identifier (key field). Depending on the type the Process field contains:
Identifier of sending depot (Depot process), Identifier of Supplier (Supplier
process), Identifier of production process
Process Type Specifies the Process Type. Valid entries selectable from the list box are:
Depot: Definition of a Supply Chain (link between 2 depots),
Supplier: Definition of external supplier relationship and
Production: Definition of production process.
Description Description field
Lead Time Lead Time is a process attribute calculating the days between the Work Order
Start Date and Capacity Consumption Date. Depending on the type it is
interpreted either as transfer time, delivery time (Supplier), or production time.
Follow Up Time The time (in days) that normally elapses in a process after capacity is booked
(CCD) until the final completion of the process.
Frozen Determines the period of time during which the planning will not create new
supply proposals. Earliest possible arrival of PO/IWT/WO proposals generated
by planning is outside of the frozen period.
Min Qty Minimum order or production quantity;
In order for the system to support the defined Minimum order/production
quantity, the Flag Repair Lot Sizes needs to be checked. See chapter 5.6.3.7.2
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for more information.
Mult Qty Order or production quantity must be a multiple of the Mult Qty;
In order for the system to support the defined Mult order/production quantity,
the Flag Repair Lot Sizes needs to be checked. See chapter 5.6.3.7.2 for more
information.
Split The split determines the percentage share in case of alternative replenishment
processes for a given depot/part.
Unit Processing
Cost
Unit Processing Cost is the cost amount to execute the process. This does not
contain material costs, except for supplier processes.
Calendar Mode Calendar Mode can be either in Working Days or in Calendar Days and is used
for the Frozen calculation only.
Delivery Calendar A pattern that describes the target recurrence of productions using the delivery
calendar.
Table 65: Process Setup report results
2.7.2.2 Setting up a Process
This chapter explains how a process can be set up. Processes will be set up in the Process Setup
screen:
Processes can be set up in the following way:
2. Define Depot, Part, and Process identifier.
3. Select one of the three process types (Production, Supplier, or Depot).
4. Define the process attributes.
Note: Only existing suppliers (in the Supplier Setup screen) can be defined in the
column Process in case of a supplier process. The same is also valid for depot and
capacity: only existing depots (in the Depot Setup screen) can be defined in the
column Process in case of a depot process; only existing production processes (in the
Capacity Setup screen) can be defined in the column Process in case of a production
process.
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2.7.3 Process Share
2.7.3.1 Overview
ICON-SCP can plan and consume alternatives/substitutes according to desired splits or priorities. These
splits and priorities can be constant across the complete planning horizon or time-phased as described
in the next section. A 0% source is only consumed if other sources don't replenish on-time. The
definition of constant splits and priorities is mandatory.
ICON-SCP can also plan and consume according to source splits and priorities in a time-phased
manner. Splits can be defined time-phased (e.g., 40% / 60% in May, 70% / 30% in June). It is also
possible to define validity periods for sources, e.g., a source may only be valid from August to
November. For all other months of the planning horizon, the source may not be consumed. This
definition is different to a 0% source definition. The definition of time-phased splits and priorities is
optional.
2.7.3.2 Process Share Overview
The Process Share screen is available under Master Data Parts.
The Process Share Overview report displays the effective split for each process in a pivot table.
The displayed sum of all splits for a given part depot combination and a given bucket is always 100%.
The sole exception is that a process share weight of 0 results in split with 0% per bucket, too.
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Figure 33: Process Share Overview screen
In the Process Share screen, retrieve data with the following selection criteria:
Depot/Family/List If specified, data is filtered by Depot Name, Depot Family or Depot List
Part/Family/List If specified, data is filtered by Part Number, Part Family or Part List
Start Date Start Date of the Process Share horizon
End Date End Date of the Process Share horizon
Table 66: Process Share selection criteria
Press the Retrieve button to trigger result retrieval based on the selection criteria and filters.

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Process Process identifier (key field)
Effective Date The effective planning bucket
Table 67: Process Share report results
2.7.3.3 Process Share - Definitions
The Process Shares Definitions screen is the central screen to review and manipulate the raw data
of the process share setup. The process shares can be created, deleted, or updated. The modifications
are raw updates. They simply modify the underlying data stored by performing some consistency
checks, but without further application logic.
Figure 34: Process Share Definition screen
In the Definitions tab, the process shares are displayed in table format.
Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot or List
Start Date Start Date of the Process Share horizon
End Date End Date of the Process Share horizon
Table 68: Process Share Definition screen selection criteria

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Shares Workbench
Supports controlled changes to the process shares
Process Process identifier (key field)
Process Share Defined process share for selected Depot, Part, Process combination
Valid From Start Date of the validity period
Valid To End Date of the validity period (excluding, 12:00AM of the relevant end
date)
Table 69: Process Shares Definition report results
2.7.3.4 Setting Up or Changing Process Share
Setting up or changing process shares will be done in the Definitions part of the Process Share
report.
1. Select the Definitions tab in the Process Share report.
2. Click on to open the following window:

3. Select Depot, Part, and Process from the drop-down menu.
4. Enter the Start Date and End Date.
5. Modify the Process Shares.
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6. Click on Ok.
The user can use the workbench to modify the process share within the selected horizon. The following
options are available:
Absolute Update: The entered value (non-negative) is considered as share value and the process share
is adjusted as follows:
Delta Update: The entered value (positive or negative) is considered as share value and the process
share is adjusted as follows:
Percentage Update: The entered value (non-negative) is considered as percentage value and the
process share is adjusted as follows:
2.7.4 Modeling Processes and Process Shares
2.7.4.1 Production Process
During a production process, various components are put together in order to produce a part, which
can be used for further assembly, or to produce an end product.
The following example shows production of the part SYSTEM_1 onsite (meaning that the part does not
have to be produced/procured outside of the Contract Manufacturer (CM)). Demand for the part
SYSTEM_1 can be fulfilled by assembling the part out of its components as defined in the BoM. There
are three different production assemblies with the Process names HDD_ASSY_1, SUB_ASSY and
FINAL_ASSY. The Process Type PRODUCTION will be assigned to these production assemblies.
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Figure 35: Production Process Example
The table below states that the SYSTEM_1 has its final assembly (FINAL_ASSY process) in the CM1
depot, whereby the process type is Production. Another production process in the CM1 depot is the
SUB_ASSY production process, where the MODULE_A part will be assembled.
Depot Part Process Process Type
CM1 SYSTEM_1 FINAL_ASSY Production
CM1 MODULE_A SUB_ASSY Production
CM1 STORAGE HDD_ASSY_1 Production
Table 70: Process setup screens
HDD_ASSY_1 production process represents a setup of an alternative part usage with help of bill of
material, which will be explained later.
To trace what components are required during FINAL_ASSY and SUB_ASSY production processes the
Bill of Materials screen can be used.
Depot Part Process Component

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CM1 SYSTEM_1 FINAL_ASSY CHASSIS_R
CM1 SYSTEM_1 FINAL_ASSY MODULE_A
CM1 SYSTEM_1 FINAL_ASSY STORAGE
CM1 SYSTEM_1 FINAL_ASSY CABLE_X
CM1 MODULE_A SUB_ASSY COOLING_UNIT
CM1 MODULE_A SUB_ASSY ASIC_100
CM1 MODULE_A SUB_ASSY MAIN_BOARD
Table 71: Production Process setup in the BoM
The production process goes along with capacity consumption, so the production process has to be
referenced with the capacity in the Bill of Capacity screen:
Depot Part Process Capacity
CM1 SYSTEM_1 FINAL_ASSY FINAL_ASSEMBLY
CM1 MODULE_A SUB_ASSY SUB_ ASSEMBLY
Table 72: Reference of the Production Process with the capacity
2.7.4.2 Depot Process (Transfer or Supply Chain Process)
Depot process specifies/links two depots to conduct the parts transfers between them.
The following example shows depot processes established between VH1<->CM1 and CM1<->DC1. The
Process Type DEPOT shows for the parts CHASSIS_R, CABLE_X, SEAG, WEST_DIG, ASIC_1000,
COOLING_UNIT and MAIN_BOARD the Process Name VH1. VH1 is the name of the Send Depot.
Moreover, the Process Type DEPOT shows for the part SYSTEM_1 the Process Name CM1. CM1 is
the name of the Send Depot.
The depot process defines a transfer of the parts from one depot to the other. Thus, the depot
processes VH1 and CM1 are defined in order to transfer the parts Chassis CHASSIS_R, CABLE_X,
SEAG, WEST_DIG, ASIC_1000, COOLING_UNIT and MAIN_BOARD from the VH1 depot to CM1 and
respectively to transfer the finished good SYSTEM_1 from CM1 to DC1.
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Figure 36: Depot Process Example
Table below states that the DC1 depot will be supplied from the CM1 depot with the SYSTEM_1
product. The CM1 depot in turns gets plenty of components for the production transferred from the
VH1 depot.
DC1 SYSTEM_1 CM1 Depot
CM1 ASIC_1000 VH1 Depot
CM1 CABLE_X VH1 Depot
CM1 CHASSIS_R VH1 Depot
CM1 COOLING_UNIT VH1 Depot
CM1 MAIN_BOARD VH1 Depot
CM1 SEAG VH1 Depot
CM1 WEST_DIG VH1 Depot
Table 73: Depot process setup in the Process Setup screen

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2.7.4.3 Supplier Process
The Supplier Process indicates the transfer of the components and parts from the external parties,
which are at the beginning of the supply chain.
The following example shows the external supplier relationship between the contract manufacturer and
the vendor hub. The parts CHASSIS_R, CABLE_X, SEAG, WEST_DIG, ASIC_1000, COOLING_UNIT and
MAIN_BOARD are required at CM1 in order to build the finished good SYSTEM_1. These parts have to
be procured outside of CM1 and are obtained from VH1. If VH1 does not have the material on hand, it
procures the material from an external supplier. For each part, a supplier is defined which is supposed
to provide the required part. The process of procurement defines a supplier for the particular
procurement part. Thus the supplier processes with the Process Name SUP-A, SUP-B, SUP-C, SUP-D,
SUP-E, SUP-F with the Process Type SUPPLIER, are defined.
Figure 37: Supplier Process Example
The vendor hub (VH1) depot is replenished by different suppliers. Therefore, ASIC_1000 is replenished
by the SUPPLIER_B, the CABLE_X is delivered by SUPPLIER_A etc.
VH1 ASIC_1000 SUPPLIER_B Supplier

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VH1 CABLE_X SUPPLIER_A Supplier
VH1 CHASSIS_R SUPPLIER_F Supplier
VH1 COOLING_UNIT SUPPLIER_D Supplier
VH1 MAIN_BOARD SUPPLIER_E Supplier
VH1 SEAG SUPPLIER_C Supplier
VH1 WEST_DIG SUPPLIER_C Supplier
Table 74: Supplier Process setup in the Process Setup screen
2.7.4.4 Mix of Processes
After the make-or-buy decision is taken and the share of the products, which have to be procured
externally is defined, the process setup can be completed in the system.
2.7.4.4.1 Procurement of the Same Part from Alternative Suppliers (by Share)
The procurement of the Same Part from Alternative Suppliers is visualized in the next picture, where
part CABLE_X is procured either from SUPPLIER_A or from SUPPLIER_X.
Figure 38: Alternative Suppliers process

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In order to setup the procurement of a part from an alternative supplier (here: SUPPLIER_X) this
alternative supplier should be added as a supplier into the Process Setup screen:
Depot Part Process Process Type Lead Time Follow
Up Time
Frozen Split
VH1 CABLE_X SUPPLIER_A Supplier 20 0 20 70
VH1 CABLE_X SUPPLIER_X Supplier 20 0 20 30
Table 75: Split definition in the Process Setup screen
As the next step, the split should be defined in the Bill of Materials screen. Assuming, 70% of the
CABLE_X are sourced from SUPPLIER_A and 30% of the part CABLE_X delivered by SUPPLIER_X.
The result of the split between SUPPLIER_A and SUPPLIER_X can be verified in the Process
replenishment Plan or in the Supply Bottom Up Report. A Customer Order of 600 units of
CABLE_X will be replenished as follows:
Depot Part Process Effective Date Effective
Qty
Supply
Type
Used
Qty
Free
Qty
VH1 CABLE_X SUPPLIER_A 06/07/2010 400 PROP 400 0
VH1 CABLE_X SUPPLIER_A 06/28/2010 20 PROP 20 0
VH1 CABLE_X SUPPLIER_X 06/28/2010 180 PROP 180 0
Table 76: Split reflected in the Supply Bottom Up report
Note: The system strives to plan according to the defined split as close as possible;
however, under certain circumstances (like e.g. production bottlenecks) the split might
not be kept exactly e.g., 68/32 instead of defined 70/30.Same Part Sourced From
Alternative Warehouses or Locations
2.7.4.4.2 Same Part Sourced From Alternative Warehouses or Locations
Alternative sourcing can be depicted as follows in the figure blow. Part CABLE_X can be replenished
either from VH1 or from the VH2.
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Figure 39: Alternative Sourcing process
You can model alternative sourcing of a part from different warehouses/locations according to a
specific process share. The share will be defined in the Process Setup screen in the Split column.
According to the split defined in the table below 70% of the CABLE_X part will be replenished from the
VH1 depot to the CM1 depot and the remaining 30% from the VH2 depot.
Depot Part Process Process Type Lead
Time
Follow Up
Time
Frozen Split
CM1 CABLE_X VH1 Depot 8 1 9 70
CM1 CABLE_X VH2 Depot 10 0 10 30
Table 77: Process Setup screen
The result of the split between VH1 and VH2 can be verified in the Process Replenishment Plan or in
the Supply Bottom Up Report.
Depot Part Process Effective
Date
Effective
Qty
Supply
Type
Used
Qty
Free
Qty
CM1 CABLE_X VH1 06/04/2010 1300 PROP 1300 0

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CM1 CABLE_X VH1 06/16/2010 800 PROP 800 0
CM1 CABLE_X VH2 06/02/2010 500 PROP 500 0
CM1 CABLE_X VH2 06/16/2010 400 PROP 400 0
Table 78: Supply Bottom Up screen
2.7.4.4.3 Assembly with Alternative Production Operations with Different Capacities
Schematic presentation of the Alternative Production Processes reflects the picture below. Thus, the
part SYSTEM_1 can be produced either using FINAL_ASSY production process or FINAL_ASSY_2
production process.
Figure 40: Alternative Production Processes
You can model assembly with alternative capacities of a part according to a specific process share. This
share will be defined in the Process Setup screen in the Split column. According to the split defined
in the table below, 70% of the SYSTEM_1part will be assembled using FINAL_ASSY capacity and 30%
will be produced using in the FINAL_ASSY _2 capacity.
Depot Part Process Process Type Lead
Time
Follow Up
Time
Frozen Split

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CM1 SYSTEM_1 FINAL_ASSY Production 5 0 15 70
CM1 SYSTEM_1 FINAL_ASSY_2 Production 5 0 15 30
The result of the split between the two capacities can be verified e.g., in the Process Replenishment
Plan, WO Proposal screen or in the Supply Bottom Up Report.
Date
Effective
Qty
Supply
Type
Used
Qty
Free
Qty
CM1 SYSTEM_1 FINAL_ASSY 06/07/2010 900 FIRM 900 0
CM1 SYSTEM_1 FINAL_ASSY 06/16/2010 3170 PROP 3170 0
CM1 SYSTEM_1 FINAL_ASSY_2 06/07/2010 100 PROP 100 0
Table 80: Supply Bottom Up Pegging Report screen
2.7.4.4.4 Alternative Sourcing of In-House vs. Out-Sourced Capacity or Supply
The following example demonstrates the influence of the In-house Flag on the supply consumption of
a specified depotpart combination.
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Figure 41: In-House consumption vs. outsourced supply
Further, the setup for the example is roughly described.
The on-hand inventory is represented in the Inventory table:
Depot Part Qty Adjustment Total Available
CM1 SEAG 100 0 100
VH1 SEAG 1200 0 1200
CM1 WEST_DIG 600 0 600
VH1 WEST_DIG 1200 0 1200
Table 81: On-Hand Inventory
The Bill of Materials should specify the Split for the usage of the alternative parts in the production:
Depot Part Process Component Coefficient Alt Group Group ID Split
CM1 STORAGE HDD_ASSY_1 SEAG 1 GROUP_001 1 2
CM1 STORAGE HDD_ASSY_1 WEST_DIG 1 GROUP_001 2 1
Table 82: Bill of Materials screen

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In the Part-Depot screen, you should decide for which part-depot combination you would like to set
the In-house Flag. The following setup should be made in the Part-Depot screen for our example:
Depot Part Constraint
Flag
In-house
Flag
Pull
Flag
Alternative
Flag
Prioritized
Flag
CM1 SEAG checked
CM1 STORAGE checked checked
CM1 WEST_DIG checked checked
VH1 SEAG checked
VH1 WEST_DIG checked
Table 83: Part -Depot screen with In-House Flag setup
The checked In-house Flag for the CM1 WEST_DIG part-depot combination forces the consumption
of the on-hand inventory, as well as projected inventory of WEST_DIG part in CM1 depot previously to
demanding a supply from other sources.
After the planning run, the results can be verified in e.g. the Supply Bottom Up Pegging report
screen, where the checked In-house Flag was taken into account during the planning cycle:
Date
Effective
Qty
Supply
Type
Used
Qty
Free
Qty
CM1 SEAG VH1 01/01/1900 100 OH 100 0
CM1 STORAGE HDD_ASSY_1 06/14/2010 1000 PROP 1000 0
CM1 WEST_DIG VH1 01/01/1900 600 OH 600 0
CM1 SEAG VH1 06/14/2010 300 PROP 300 0
Table 84: Supply Bottom Up Pegging report
Thus, regardless of the consumption share defined in the Bill of Material (2/3 for the SEAG and 1/3 for
WEST_DIG), the biggest part of STORAGE in our example is built with WEST_DIG and not with SEAG.
The reason for that is the In-house Flag set for the CM1-WEST_DIG depot-part combination, which
forces the consumption of the on-hand stock or projected inventory prior ordering other supply. That is
why the on-hands in CM1 depot of the part WEST_DIG were used up first and after that, the supply is
continued with SEAG. From a business point of view, it can make more sense to use up first the supply
available internally and then order other supply.
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The In-house Consumption can be modeled in different variations. Some of them are presented
schematically in the picture below:
Figure 42: Various In-House Consumption models
2.7.4.5 Process Share
The process share is modeled in the Process Share screen. Inserted Valid From and Valid To dates
are taken into account during the planning. The table below displays the sourcing of the CABLE_X and
specifies the period to be considered. The depot CM1 is replenished from VH1 up to 100% for a short
period from 05/15/2010 until 06/30/2010. Afterwards, the supply takes on the SUPPLIER_X until the
undefined period in the future. In the CM2 depot, sourcing is defined for unlimited period the way that
only 55% of the supply comes from an internal warehouse VH2. The rest is replenished from the
SUPPLIER_X.
Depot Part Process Process Share Valid From Valid to
CM1 CABLE_X VH1 100 05/15/2010 06/30/2010

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CM1 CABLE_X SUPPLIER_X 100 06/30/2010 11/11/2222
CM2 CABLE_X VH2 55 05/15/2010 11/11/2222
CM2 CABLE_X SUPPLIER_X 45 06/30/2010 11/11/2222
Table 85: Process Share Definition screen
The result of the setup is displayed in the Process Share Overview screen according to the planning
granularity defined in the Planning Grid (here: Weekly):
Depot Part Process 05/15/2010 06/30/2010
CM1 CABLE_X VH1 100 0
CM1 CABLE_X SUPPLIER_X 0 100
CM2 CABLE_X VH2 55 55
CM2 CABLE_X SUPPLIER_X 45 45
Table 86: Process Share Overview screen
Note: Valid To/Valid From dates in the Process Share screen specifies the Process.
The Effective In/Effective Out dates in the Bill of Material screen specifies a
component replenishment. Valid To/Valid From dates are superior to the Effective
In/Effective Out dates defined.
2.8 Bill of Materials / Material Usage
2.8.1 Overview
The Bill of Material (BoM) describes the list and number of parts (components and/or sub-assemblies)
that are required to assemble a sub-assembly or end-product. A BoM can be single-level or multi-level
and, in general, has a hierarchal structure. A BoM defines products as they are designed (Engineering
BoM), ordered (Sales BoM), built (Manufacturing BoM), or as they are maintained (Service BoM). The
end-item BoM for a Personal computer, for example, would list the computer, its major sub-assemblies
(power supply, mother board, chassis, modem, keyboard, display, etc.), as well as additional materials
needed for a complete sellable product - shipping box, user manual, packaging, packaging labels, etc.
2.8.1.1 Basic BoM
The basic BoM connects an assembly, e.g., a Stock keeping unit (SKU), with the component required
to assembly it. The BoM also contains the quantity-per of BOM-coefficient. This factor indicates the
quantity of a certain component required to assemble a single unit of the assembly.
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Typically, a Bill of Material is not valid for the entire horizon, but rather changes over time. In order to
introduce a new process, the Effective-In date field must be filled. The Effective-Out date field will
ensure the component requirement ends on a particular date. If both fields are empty, the BoM is valid
for the entire horizon.
BoMs are always attached to a production process and not directly to a part. As there may be
alternative processes for the same part, it is also possible to assign different BoMs to the alternative
processes, and therefore, to produce the part using different BoMs.
2.8.1.2 Multi-Level BoMs
Multi-Level BoMs are modeled by defining a BoM for the components that are used to build an
assembly. This means the components of the initial BoM are assemblies by themselves and are
typically called sub-assemblies. The system will automatically connect the end-item, sub-assemblies,
and components, and will create an internal multi-level BoM used for planning.
2.8.1.3 Substitutes or Component Alternatives
Certain assemblies are flexible in that they contain components that have alternatives or substitutes.
For example, a finished good SYSTEM_1 may be assembled using a mother board from multiple
different mother board brands.
The consumption of substitutes/alternatives is governed by pre-defined rules. For example, it is
possible to define a rule such as PART A gets consumed first, then PART B, then PART C. Alternatively,
it is possible to define a rule such as PART A gets consumed 25% of the time, PART B gets consumed
50% of the time, and PART C gets consumed 25% of the time.
As ICON-SCP tries to fill the order on time with a higher priority than the shares and priorities, it is
possible that the planning result deviates from the given target. In specific situations, the deviation
may be significant. The system will try to correct the deviation caused by shortages over time.
The following table shows a Bill of Material structure, including alternate parts:
Depot Part Process Component Alt Group Group ID Split
CM1 SYSTEM_1 Production MAIN_BOARD
CM1 SYSTEM_1 Production ASIC_1000
CM1 SYSTEM_1 Production COOLING_UNIT1 COOLING_UNIT 1 50%
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Table 87: Alternative Parts Example
During the Constraint-Based Planning step, the system is processing demand by demand. For each
demand, the system may have to make alternative decisions and consider the target shares or
priorities. Therefore, it will calculate the current (with the already processed demands) deviation from
the given target. The system will pick the alternative with the highest deviation and try to get supply
for that alternative. The system will not distribute the dependent demand to multiple alternatives
except when the chosen alternative is not supporting the demand. In that case, the system will pick
the next best alternative to get the remaining supply (and so on).
Demand Demand
Qty
COOLING_UNIT1 COOLING_UNIT2 COOLING_UNIT3
Customer Order #1 10 units 10
Total 20 units 10 (50%) 4 (20%) 6 (30%)
Table 88: Alternative Parts Example (cont.)
2.8.1.4 Substitution or Alternative Groups
In the example described below, the finished good SYSTEM_1 may be assembled using different
alternative mother boards. If the mother boards also require a specific cooling unit of the same brand,
group components together and specify the group of components that are alternatives to the first
group.
CM1 SYSTEM_1 Production MAIN_BOARD1 Group_01 1 60%
CM1 SYSTEM_1 Production COOLING_UNIT1 Group_01 1 60%
CM1 SYSTEM_1 Production MAIN_BOARD2 Group_01 2 40%
CM1 SYSTEM_1 Production COOLING_UNIT2 Group_01 2 40%
CM1 SYSTEM_1 Production ASIC_1000

Table 89: Alternative Group of Parts Example
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2.8.1.5 Effective Dates in the BoM
As mentioned earlier in this chapter, the BoM can change over time and the Effective Dates are
introduced to handle the start and the end date of a BoM record. Effective In date field displays the
date, which is the starting point for a part/component to be considered in the planning. Effective Out
date indicates the date, when the part or component is not used for the planning any more. If the
Effective In is null, the record is effective from the beginning of the horizon. If the Effective Out is
null, the record is effective until the end of the horizon.
Planning differs whether the record belongs to the standard BOM or to a group of alternatives. In the
first case, any secondary demand is simply filtered with the effective window. This means that for each
secondary demand within the time-window, the availability of the component is checked and the
supply is generated only if the component is available. If the secondary demand is outside the window,
the component is not checked and the supply can be created without using the component.
Note: The time-window is evaluated using the Work Order Start Date (WSD) rather
than the Work Order Completion Date (WCD).
A secondary demand is considered as inside the window if effective_in <= WSD and WSD <
effective_out.
For a group of alternatives, the behavior is as follows:
For each date, the group consists of only those records that are effective for that date.
If a group contains an alternative that has no effective components, the alternative is removed
and one of the other alternatives has to be chosen.
If a group contains no alternatives, the entire group vanishes and the supply can be generated.
The shares are still defined on group level, i.e., the share is expected to be unique for the key:
DEPOT,PART,PROCESS,ALT_GROUP,GROUP_ID.
MRP applies this share bucket-per-bucket, and Constraint Based Planning (CBP) process uses it as a
meta-constraint for the entire horizon.
If the BOM is empty for a particular date, no secondary demands are created and the product simply
appears.
2.8.2 Bill of Materials
The Bill of Materials screen is available under Master Data Parts.
The Bill of Materials screen enables the user to review bills of materials loaded into ICON-SCP. A
bottom-up view and browsing from components up to products are supported as well (Inverted BOM).
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Figure 43: Bill of Materials screen
Retrieve data using the following selection criteria:
Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot or List
Table 90: Bill of Materials screen selection criteria
If no filter is specified, selecting the Retrieve button will generate a report listing all parts defined.
Depot Depot for which the Bill of Materials is defined

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Part Parent Part (product or sub-assembly)
Process Process identifier if alternative and/or time-phased processes with different
BOM are used (see Process Setup).
Component Child Part (sub-assembly or component)
Coefficient Number of child part required to build parent. This can be a decimal.
Alt Group Identifier for Alternative Groups. An Alternative Group contains all
components or parts that can be substitutes for one another, e.g., have the
same form, fit, and function.
Group ID The Group Id identifies each component, which is addressed by Alt Group
with a unique identification code.
Split The split specifies the projected proportion in which the component would be
used within an Alternative Group in case all alternative components are
available.
Effective-In The start date of the BoM record. If the effective-in is null, the record is
effective from the beginning of the horizon.
Effective-Out The end date of the BoM record. If the effective-out is null, the record is
effective until the end of the horizon.
Table 91: Bill of Materials report results
The following is an example of an inverted Bill of Materials.
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Figure 44: Bill of Materials Inverted
2.8.3 Multi-level BOM
The Multi-level BOM report is available under Master Data Parts.
The Multi-Level-BOM report shows the complete structure of a part, i.e., it shows all processes,
components, and capacities needed to produce the selected part. The report is typically used to
identify purchase parts that eventually go into a product, to provide an overview of available
alternative sourcing or to verify the setup of a newly modeled or changed supply chain.
The entry point is the selection of a depot-part combination in the upper part of the report. The lower
part allows a choice between the display of the extended multi-level bill of materials (Structure tab)
or the usage of the selected depot/part (Usage tab). The level of detail shown can be controlled with
three checkboxes: Show Capacities, Show Network, and Effective Date.

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Figure 45: Multi-level BoM Report Structure view
Depot If specified, data is filtered by Depot Name
Part If specified, data is filtered by Part Number
Show Capacity If checked, the report also displays the capacities and alternative capacities
that are required to build the selected product.
Show Network If checked, the report displays the complete replenishment network of the
selected product. If unchecked (default), the view is limited to show material,
capacities, and processes at the selected depot only.
Effective date If checked, the report shows only those elements of BOMs that are valid at
the date chosen.
Table 92: Multi-level BoM Report selection criteria

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The structure of a part is shown in a Windows Explorer-like tree. The root element is the depot-part
selected and below this element, those processes and components that are required to build the part
are indented child nodes. In the following table, the type of supply chain element represented by a
node in the tree is listed in the node type column. The table shows the symbol associated with each
node type and gives a short description of the tree element.
Node type Symbol Description
Material

Material obtained through a Depot process or a Component
used for Production
Capacity

A Capacity associated with a process
Depot process

The transfer of material from a source depot
Supplier process

The procurement of material from external suppliers
Production process

Assembly or manufacturing usually using additional
components
Prioritized choice

This is a logical node that symbolizes an available alternative
for processes, material, or capacities. In this case, there is a
prioritized, i.e., preferred, alternative.
Shared choice

This is a logical node that symbolizes an available alternative
for processes, material, or capacities. In this case, there is
no preferred alternative.
Grouped Components

This tree element logically groups alternative sets of
components or capacities.
Table 93: Overview of node types and symbols
Next to the tree display, a table shows detailed information on each element of the tree. The following
table shows the available columns and whether the column is displayed by default.
Field Description Displayed
by default
Depot In case the node represents a Process, this field identifies the
receiving depot. In case of a Capacity node, this field identifies
the Depot where the Capacity is associated. In case of a Material
node, this field indicates the Depot where the material is
Yes
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available.
Part For Process nodes, this field specifies the Part the Process
procures. For Capacity nodes, this field is part of the composite
key that is used to define capacity usage in the Bill of Capacities.
Yes,
collapsed
Process In case of Depot or Supplier processes, this field indicates the
name of the sourcing depot. In case of Production processes, this
field indicates the name of the production process as shown in
the bill of materials. For Capacity nodes, this field is part of the
composite key that is used to define capacity usage in the Bill of
Capacities.
Yes,
collapsed
Resource For Capacity nodes, this field gives the name of the Capacity as
defined in the Capacity Setup.
For Parts from the BoM, this field gives the name of the
Component as defined in the Bill of Materials.
Yes,
collapsed
Coefficient Material usage coefficient for BOM components or capacity usage
coefficient for capacities
Yes
Total Offset This field displays the total time in days (as the sum of Lead Time
and Follow Up Time) it takes for a unit provided at the very node
to reach the root (topmost) node if the supply chain in between
had no inventory.
Yes
Split Prioritized or percentage split value for parts or capacities below
alternative choice nodes
Yes
Time-phased
profile
(unlabelled
column)
A calendar symbol that indicates if process or capacity
alternatives are time-phased. If they are, clicking on this symbol
opens the corresponding detail report (Process Shares resp.
Capacity Profile).
Yes
Effective In Effective-In date from the Bill of Materials Yes
Effective Out Effective-Out date from the Bill of Materials Yes
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Level Code Depth of the node in the supply chain structure. The depth is
increased when descending the hierarchy except for when
stepping over logical node types representing alternative choices
and component groupings.
Yes
Table 94: Overview of columns displaying details of the Multi-Level BOM
Usage refers to the components, sub-assemblies, and assemblies a depot-part is used in. The leading
question when using this report is Where is part XY used? For the structural view, it was, What do I
need to build XY? As a part can be used to build several assemblies and these again go into a variety
of products, the Usage tab also shows a tree view and provides details in an adjacent table. This table
is identical to the table used in the structural view with respect to the details provided.
The contents of the report can be controlled with the available checkboxes. Checking Show
Capacities causes the structure tree to also display the capacities and alternative capacities that are
required to build the selected product. Checking Show Network expands both the structure and
usage views to display all materials, capacities, and processes eventually required to replenish the
selected part at the selected depot. It also shows all materials at any depot that eventually require the
selected part from the selected depot. This setting is useful to identify the links within the supply
network and disclose the dependencies between depots. If the checkbox Effective Date is checked, a
date can be chosen with the adjacent date entry box. Structure and usage views then only show those
elements of BOMs that are valid at the date chosen. The columns used to identify these elements are
Effective In resp. Effective Out. This option is especially useful when displaying complex time-
phased BoM structures to reduce the amount of detail information.
2.8.4 Modeling Bill of Materials
2.8.4.1 Modeling of Substitutes or Component Alternatives Sourcing by Share
To model flexible assemblies in terms of usage of substitutes or components, define the share of usage
in the Bill of Materials.
The share ratio is entered in the Bill of Materials screen under Split, this number indicates the ratio
between alternatives. In order to assemble the STORAGE part, the SEAG is consumed around 40% of
the time and WEST_DIG is set up to be used in production of around 60% of the time.
Depot Part Process Component Coefficient Alt Group Group
ID
Split
CM1 STORAGE HDD_ASSY_1 SEAG 1 GROUP_001 1 40
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CM1 STORAGE HDD_ASSY_1 WEST_DIG 1 GROUP_001 2 60
Table 95: Split setup in the Bill of Materials screen
The result can be verified in the Supply Bottom Up Pegging Report, which shows the inventory
consumption according to the shares assignment (e.g. on 06/21/2010):
Date
Effective
Qty
Supply
Type
Used
Qty
Free
Qty
CM1 STORAGE HDD_ASSY_1 06/21/2010 1200 PROP 1200 0
CM1 WEST_DIG VH1 06/21/2010 500 PROP 500 0
CM1 SEAG VH1 06/21/2010 700 PROP 700 0
Table 96: Supply Bottom Up screen
The system consumes that amount of SEAG and WEST_DIG, which was specified in the Bill of Material.
The 700 units of SEAG make up around 57%, which are close to the defined 60%. The 500 units sum
up to around 42%, which is also close to the defined share.
2.8.4.2 Modeling of Substitutes or Component Alternatives Sourcing by Priority
As explained in the previous chapters, certain assemblies are flexible as they contain components,
which have alternatives or substitutes:
ID
Split
CM1 SYSTEM_1 HDD_ASSY_1 SEAG 1 GROUP_001 1 50
CM1 SYSTEM_1 HDD_ASSY_1 WEST_DIG 1 GROUP_001 2 50
Table 97: Setup of an alternative in the Bill of Materials screen (example)
If a component requires another specific component (e.g. hard drives of the same brand,) it is required
to group components together. Components with the same Group Id are consumed together.
Components are substitutes to each other if they have different Group Id.
Now let us have a look how priorities are assigned to alternative components and what impact this has
on the inventory consumption.
When the Prioritized Flag (in the Part-Depot Setup screen) of a parent part: STORAGE is checked,
the system would assign alternative parts according to their priority.
Depot Part Constraint In-house Pull Flag Alternative Prioritized
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Flag Flag Flag Flag
CM1 STORAGE Checked checked
Table 98: Prioritized Flag in the Part-Depot Setup screen
The priority number is entered in the Bill of Materials screen under Split, and lower number indicates
higher priority.
ID
Split
CM1 STORAGE HD_ASSY_1 SEAG 1 GROUP_001 1 1
CM1 STORAGE HD_ASSY_1 WEST_DIG 1 GROUP_001 2 2
Table 99: Set up of the Alt Group, Group ID and Split in the Part-Depot Setup screen
In this example, SEAG has a higher priority than WEST_DIG.
After the planning is triggered the Supply Bottom Up Pegging Report (which will be explained later
in the documentation) shows how supply is proposed according to the according to the assigned
preference:
Date
Effective
Qty
Supply
Type
Used
Qty
Free
Qty
CM1 SEAG VH1 06/07/2010 1000 PROP 1000
CM1 SEAG VH1 06/14/2010 4400 PROP 4400
CM1 SEAG VH1 06/21/2010 1400 PROP 1400
CM1 SEAG VH1 06/28/2010 1200 PROP 1200
CM1 STORAGE HDD_ASSY_1 06/07/2010 1000 PROP 1000
CM1 WEST_DIG 01/01/1900 100 OH 100
Table 100: Supply Bottom Up Pegging screen
Since SEAG has a higher preference for supply, the system will order it rather than WEST_DIG.
WEST_DIG is the second preference and will be replenished e.g. in case supply problems with SEAG.
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2.8.4.3 Modeling Substitutes or Alternative Groups
Any components can be grouped in order to be consumed together. To setup up such a group some
changes in the Bill of Material should be done, namely the Alt Group and Group ID should be
defined:
ID
Split
CM1 SYSTEM_1 FINAL_ASSY CHASSIS_R 1 GROUP_002 1 60
CM1 SYSTEM_1 FINAL_ASSY CABLE_X 1 GROUP_002 1 60
CM1 SYSTEM_1 FINAL_ASSY CHASSIS_R_1 1 GROUP_002 2 40
CM1 SYSTEM_1 FINAL_ASSY CABLE_X_1 1 GROUP_002 2 40
Table 101: Setup of the alternative group in the Bill of Material screen
After this adjustment, the result can be crosschecked in the Top Down Pegging report (it
recommended to sort by Order Item No):
Order Item
No
Delivery No ... Part ... Total
Qty
... Component Pegging
Qty
Order101000 201200005 ... SYSTEM_1 ... 200 ... MAIN_BOARD 200
Order101000 201200005 ... SYSTEM_1 ... 200 ... CHASSIS_R_1 200
Order101000 201200005 ... SYSTEM_1 ... 200 ... CABLE_X_1 200
Order101000 201200005 ... SYSTEM_1 ... 200 ... COOLING_UNIT 200
Order101000 201200005 ... SYSTEM_1 ... 200 ... WEST_DIG 200
Order101000 201200005 ... SYSTEM_1 ... 200 ... ASIC_1000 200
Order100900 20120...0017 ... SYSTEM_1 ... 100 ... MAIN_BOARD 100
Order100900 20120...0017 ... SYSTEM_1 ... 100 ... CHASSIS_R 100
Order100900 20120...0017 ... SYSTEM_1 ... 100 ... CABLE_X 100
Order100900 20120...0017 ... SYSTEM_1 ... 100 ... COOLING_UNIT 100
Order100900 20120...0017 ... SYSTEM_1 ... 100 ... WEST_DIG 100
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Order100900 20120...0017 ... SYSTEM_1 ... 100 ... ASIC_1000 100
Table 102: Alternative Grouping shown in Top Down Pegging Report
Note that CABLE_X_1 part is used only in combination with CHASSIS_R_1 (both have Group ID = 1)
part and CABLE_X goes in always in a bundle with CHASSIS_R (both have Group ID = 2).
2.8.4.4 Modeling Effective Dates in the Bill of Materials
2.8.4.4.1 Withdrawing/Adding a Component With Standard BOM
The example will examine the part STORAGE in a Bill of Materials. The STORAGE part has two
alternative components: SEAG and WEST_DIG.
The component SEAG is considered in the planning only for a short period of time: starting from
05/17/2010 until 05/29/2010. Then the WEST_DIG will be used to complement the part STORAGE.
If no Effective In date is entered, the part/component will be considered in the planning starting from
the beginning of the planning period. If no Effective Out date is entered, the part/component will be
considered in the planning until the end of the planning period.
Depot Part Process Component Split Effective In Effective Out
CM1 STORAGE HD_ASSY_1 SEAG 1 05/17/2010 05/29/2010
CM1 STORAGE HD_ASSY_1 WEST_DIG 1 05/29/2010 00/00/0000
Table 103: Withdrawing/adding a component for the planning through alternative BOM
There is a constant demand of 200 units per day.
The following figure shows the results after the Constraint Based Planning process step. This result is
pivoted out of the Process Replenishment Plan:
Date Part Component 1 Component 2
- STORAGE SEAG WEST_DIG
01/01/1900 0 0 0
05/15/2010 200 0 0
05/16/2010 0 0 0
05/17/2010 200 200 0
05/18/2010 200 200 0
05/19/2010 200 200 0
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05/20/2010 200 200 0
05/21/2010 200 200 0
05/22/2010 200 200 0
05/23/2010 0 0 0
05/24/2010 200 200 0
05/25/2010 200 200 0
05/26/2010 200 200 0
05/27/2010 200 200 0
05/28/2010 200 200 0
05/29/2010 200 200 0
05/30/2010 0 0 0
05/31/2010 0 200 200
05/29/2010 0 200 200
06/01/2010 0 200 200
06/02/2010 0 0 0
Table 104: Process Replenishment Plan
2.9 Inventory Channels / Target Inventory
2.9.1 Overview
Even in a demand-driven supply network (DDSN), inventory can make sense if the material is stocked
in the right quantity in the right location at the right time.
Target Inventory can be applied in the following situations:
Buffer or Safety stock to protect against upstream supply fluctuations.
Lot delay stock: a single item is delayed because the lot moves forward as a whole.
Demand fluctuation stock to protect against demand fluctuations if capacity and supply do not
provide sufficient flexibility.
ICON-SCP provides two different approaches for controlling stock levels. These can be applied per part
and per depot, and may also be time-phased. These safety targets are soft constraints that can only be
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maintained if there is sufficient supply of material and capacity. If there is a constraint, the planning
process will violate the safety target in order to fulfill the demand.
There are three ways to define a target inventory:
1. Minimum Inventory:
The Minimum Inventory is a static approach to achieve defined stock levels. A minimum
inventory is an absolute value in units. When a minimum inventory for a given part in a given
location is defined, ICON-SCP will try to meet this target value if the supply permits.
2. Days of Supply (DOS):
The DOS is a dynamic approach to achieve defined stock levels. The DOS is defined in terms of
time: This can either be days (Days of Supply) or weeks (Weeks of Supply). The DOS defines
the number of periods in days or weeks of demand that shall be covered by the current
absolute stock level. Therefore, the absolute inventory level is a function of demand and the
defined range.
3. Combination of both:
If Minimum Inventory and DOS are set, the lower of the Minimum Inventory and the resulting
target inventory based on the DOS calculation is applied.
2.9.2 Target Inventory
The Target Inventory screen is available under Master Data Parts.
In the Target Inventory screen, depot-specific and time-phased target inventories can be defined
and reviewed. If specified, the part level default values in the Part Setup screen are overruled.

Figure 46: Target Inventory screen
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Table 105: Target Inventory screen selection criteria
C Date Valid From date for time-phased definitions
DOS Days of Supply is the target inventory defined in periods
Min Inv Minimum Inventory is the target inventory defined in units
Table 106: Target Inventory report results
Excursus (icon-SCC Integration):
ICON-SCP provides additional approaches for controlling stock levels e.g., when defining upper and
lower control limits. However, these stock levels will be applied to the icon-scm Supply Chain
Collaboration system (icon-SCC) only.
The following fields can be defined in the Target Inventory screen (in ICON-SCP) and will be applied
only to icon-SCC:
LCL Lower Control Limit defined in periods
UCL Upper Control Level defined in periods
LCL Units Lower Control Limit defined in units
UCL Units Upper Control Limit defined in units
Delta Units Min distance in units between LCL and UCL should be at least as high as the
Mult Qty in order not to run into an overstock situation
Avg Demand Days Number of periods for which the demand is smoothed (by calculating the
average) before determining DoS, LCL and UCL
Table 107: Target Inventory report results
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In case LCL is defined in periods and units, the maximum of both takes effect. In case UCL is defined
in periods and units, the minimum of both takes effect. In case DOS and Min Inv are defined, the
maximum of both takes effect.
2.9.3 Modeling Target Inventory
The following chapters will show examples how to model the minimal required amount of inventory of a
part. The examples cover three ways of modeling:
Defining the Min Inv,
Defining the ROC Target
Defining Min Inv together with ROC Target.
For all three ways of modeling, the setup is explained, the calculation in the system and the planning
results in the ICON-SCP Client are described.
2.9.3.1 Target Inventory (Min Inv)
The minimal required amount of inventory of particular part in a particular depot can be defined in the
Target Inventory screen. In our first modeling case the Minimal Inventory field, Min Inv, will be set
to 15 units for the part SYSTEM_1 in the DC1 depot. The C Date column indicates the date when the
target inventory becomes effective. Until 06/07/2010, no Target Inventory is set, starting on the
06/07/2010, SYSTEM_1 in DC1 depot will keep the minimal amount of 15 units in its hub.
Column Value
Depot DC1
Part SYSTEM_1
C Date 06/07/2010
DOS 0
Min Inv 15
Average Demand Days 1
Table 108: Target Inventory set up in the Target Inventory screen
Until that specified C Date the Min Inv column in the Replenishment Report shows 0, but from the
effective date on, the column Min Inv is filled with the specified data from the Target Inventory
screen, and shows the amount in units.
Depot Part Date Min Inv
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__________________________________________________________________________________
DC1 SYSTEM_1 05/24/2010 0
05/31/2010 0
06/07/2010 15
06/14/2010 15
Table 109: Reflection of the Target Inventory in the Replenishment Report screen
Looking into the calculation of the Target Inventory (Target Inv) in the Replenishment Report, you
notice that the column sums up and shows how many units of supply are needed in the next specified
periods to satisfy coming demand.
The table below shows calculation of the Target Inventory for one week, 2 weeks and 3 weeks
horizon. As we can learn, the Target Inventory for two weeks is calculated as the sum of the Total
Demand for the next two weeks. Thus, if the target for the week of 05/24/2010 is 200, it means that
the demand of the weeks of 05/31/2010 (105 units) and 06/07/2010 (95 units) were added together.
Other amounts of the Target Inventory are calculated according to the same logic.
Week 05/17/2010 05/24/2010 05/31/2010 06/07/2010 06/14/2012 06/21/2012 06/28/2010
Total
Demand 100 110 105 95 100 105 115
Inventory
Target for 1
week 110 105 95 100 etc. etc. etc.
Inventory
Target for 2
weeks 215 200 195 205 etc. etc. etc.
Inventory
Target for
Entire Horizon
(3 weeks) 310 300 300 320 etc. etc. etc.
Table 110: Calculation of Target Inventory
2.9.3.2 Days of Supply (ROC Target)
The minimal required amount of inventory of particular part in a particular depot can be defined in the
Target Inventory screen. In our second modeling case the Days of Supply field, DOS, will be set to
10 units for the part SYSTEM_1 in the DC1 depot. The C Date column indicates the date when the
target inventory becomes effective. Until 06/07/2010, no Target Inventory is set, starting on the
06/07/2010, DC1 depot will keep a calculated amount of SYSTEM_1 units according to the defined
days of supply value (10 days).
Category Value
__________________________________________________________________________________
__________________________________________________________________________________
Depot DC1
Part SYSTEM_1
C Date 06/07/2010
DOS 10
Min Inv 0
Table 111: Days of Supply set up in the Target Inventory screen
Until that specified C Date, the ROC Target column ) in the Replenishment Report (DOS = ROC
Target) shows 0, but from the effective date on the column ROC Target is filled with the specified data
from the Target Inventory screen. Range of coverage (ROC) reflects planned number of the days
of supply (DOS).
Depot Part Date Min Inv ROC Target
DC1 SYSTEM_1 05/24/2010 0 0
05/31/2010 0 0
06/07/2010 0 10
06/14/2010 0 10
Table 112: Reflection of the Range of Coverage Target in the Replenishment Report screen
The ROC Target column in the Replenishment Report shows the defined Days of Supply (DOS)
from the Target Inventory screen. The calculation of the actual range of coverage happens in the
column Range of Coverage Actual (ROC Act).
The Range of Coverage Actual (ROC Act) is calculated under consideration of available Inventory
(Inv) and demand (Matl Req Total) for the specific period. The table below shows the calculated ROC
Act. On the 05/17/2010 the available inventory is 10 units and those are enough for the next 4 days
of demand: that is why the ROC Act on the 05/17/2010 is 4 days. The Inventory on the 05/18/2010 is
sufficient for the next 3 days, etc. Demand is scheduled for the 05/21/2010 and after that the
Inventory falls down to zero. Range of coverage is then zero as well.
Depot Part Date Total
Demand
Supply
(Exec WCD)
Inventory ROC
Act
DC1 SYSTEM_1 05/17/2010 0 0 10 4
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__________________________________________________________________________________
05/18/2010 0 40 50 3
05/19/2010 0 0 50 2
05/20/2010 0 0 50 1
05/21/2010 50 0 50 0
05/22/2010 0 0 0 0
Table 113: Replenishment Report
2.9.3.3 Combination of Target Inventory (Min Inv) and Days of Supply (ROC
Target)
Our third example will explain the interaction of Target Inventory (Min Inv) with Days of Supply (ROC
Target). Assuming, the Range of Coverage Target (DOS field in the Target Inventory screen) for the
part SYSTEM_1 in the DC1 depot is set to 3 days. Also, the Min Inv is defined and is set to 50 units.
Today is Monday, the 05/24/2010 and the Inventory Target definitions are to be valid as of today.
Category Value
Depot DC1
Part SYSTEM_1
C Date 05/24/2010
DOS 3
Min Inv 50
Table 114: Target Inventory screen
There is demand equally distributed beginning a week from now (on Monday, 5/31/2010). There is no
demand in the current week, but next Monday already falls into the defined range of 3 days (DOS=3
days). ICON-SCP will try to replenish the inventory in the current week on Thursday, 05/27/2010) to a
level that is equal to next Mondays demand. On Friday (05/28/2010), it will try to replenish the
inventory to a level that is equal to the sum of next Mondays and Tuesdays demand, and so on.
Therefore, the more demand is within the range, the more inventory is built up (if the supply permits).
The fewer demand is within the range, the fewer inventory is built up.
If there is no demand, the inventory will still be built up due to the Min Inv (set to 50 units) defined.
It will also be replenished in regards to Days Of Supply set (3 days). For example, without a demand
on 05/25/2010 and 05/26/2010 the 50 units are replenished to the DC1 depot.
__________________________________________________________________________________
__________________________________________________________________________________
Depot Part Date Total
Demand
Supply
(Exec WCD)
Inventory ROC
Target
DC1 SYSTEM_1 05/23/2010 0 0 0 0
05/24/2010 0 50 50 3
05/25/2010 0 0 50 3
05/26/2010 0 50 100 3
05/27/2010 0 100 200 3
05/28/2010 0 100 300 3
05/29/2010 0 0 300 3
05/30/2010 0 0 300 3
05/31/2010 100 0 200 3
06/01/2010 100 0 100 3
06/02/2010 100 50 50 3
06/03/2010 0 0 50 3
Table 115: Replenishment Report screen
2.10 Capacities
2.10.1 Overview
Capacities can be defined to model critical resources such as testing equipment as well as strategic
constraints like plant outputs. In any case, the capacity model is a rough cut model and it is not
suitable for detailed scheduling. Capacities are most often used on end-items, but can also be modeled
on different levels of the BoM. Capacities may also be attached to transportation or purchasing
processes.
Capacities are defined for locations (depots) and can be set to either constraining or not constraining.
Non-constraining capacities are often used for reporting purposes as the defined capacity availability
can be compared against the capacity consumption of all the parts connected to this capacity.
Typically, capacity availability changes over time, and therefore the availability is defined as a capacity
profile. Situations like maintenance down-times or switching from two-shift-model to three-shift model
require adjustments of the capacity availability over time.
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There is no unit of measure (UOM) explicitly assigned to the capacity availability. The UOM has to be
the same as the UOM used in the Bill of Capacity. For example, if the capacity profile is defined in
machine hours, the consumption rate in the Bill of Capacity should also be defined in the machine
hours required to build one unit.
Example: A manufacturing resource is running 20 hours per day. Every item that is manufactured on
this capacity is taking 3 minutes to be produced.
In this case, the maximum output of the resource is 400 units per day (20 hours * 60 minutes = 1200
minutes available; 1200 minutes available / 3 minutes per unit = 400 units / day). ICON-SCP will limit
the manufacturing plan of this resource to the maximum output if the capacity is set to constrain the
plan.
2.10.2 Capacity Workbench
The Capacity Workbench screen is available under Master Data Capacities.
The Capacity Workbench screen shows the setup of all modeled capacities. A constraint capacity will
limit the output of an associated process to a certain amount per planning period.
The available capacity will be calculated using the following approach: Discrete Capacity
Adjustments take precedence over the time-dependent Capacity Profile, which in turn takes
precedence over the default capacity definition.
Depending on the selected part from the capacity overview, detailed information is displayed in the
tabs Capacity Profile, Capacity Adjustments, Inverted BoC, Preview.
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__________________________________________________________________________________
Figure 47: Capacity Workbench screen
As the Capacity Overview is representing the Capacity Setup screen, please refer to the chapter
2.10.3 for further details.
In the Capacity Profile tab, a time-dependent definition of the capacity availability is presented,
which takes precedence over the standard availability. Please refer to the chapter Capacity
Profile2.10.4 for further details.
In the Capacity Adjustments tab, a time-dependent definition of the capacity availability is
presented, which takes precedence over the availability defined in the Capacity Profile. Please refer to
the chapter 2.10.5 for further details.
The Inverted Bill of Capacities (BoC) tab displays the produced parts and related processes. Please
refer to the chapter 0 for further details.
The Preview tab provides a graphical representation of the time-dependent definition of the capacity
availability. It will be explained in the following chapter.
2.10.2.1 Preview
The Preview tab provides a graphical representation of the time-dependent definition of the capacity
availability and takes into account all of the above definitions of capacity availability.
In case of weekly or monthly planning, the daily capacity is multiplied by the number of working days
attached to this depot.

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__________________________________________________________________________________
Figure 48: Preview screen
2.10.3 Capacity Setup
The Capacity Setup screen is available under Master Data Capacities.
The Capacity Setup represents the master with the capacities default settings.
Figure 49: Capacity Setup screen
Capacity/Family/List If specified, data is filtered by Capacity Number, Family, or List
Table 116: Capacity Setup screen selection criteria

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__________________________________________________________________________________

Capacity Workbench
Allows adjustment of capacity profile. Please refer to chapter Adjusting the
Capacity Profile for details.
Depot Describes the depot where a capacity is defined.
Capacity Describes the identifying name of the capacity.
Description Verbal description of the respective capacity.
Daily Capacity Describes the daily standard availability of the respective capacity in units.
Units can be specified in any unit of measure, such as in hours, pieces, etc.
Note that the actual maximum output of each capacity depends on the bill
of capacities.
Frozen Specifies the frozen time of the capacity in working days. If a frozen time is
set, counting from the current period the capacity is not available for the
number of working days as specified to be frozen.
Constraint Flag Constraint Flag of the capacity. If the flag is checked, the capacity is
considered a system constraint. If it is not checked, the capacity is not
considered a system constraint. In the latter case, ICON-SCP may
overdrive the capacity and does not limit the output of the resource.
Table 117: Capacity Setup report results
2.10.3.1 Adjusting the Capacity Profile
This chapter explains how to adjust the capacity profile. The Capacity Workbench dialog box
supports controlled changes to the Capacity Profile. Click from the Capacity Workbench screen
or Capacity Setup screen to open the Capacity Workbench dialog box.
1. In the Capacity Setup screen, click on of the respective capacity to open the Capacity
Workbench dialog box.
2. Enter the Start Date and End Date.
3. Select Absolute, Delta, or Percentage from Available drop-down menu.
4. Define the Available value.
5. Check Delete Adjustments to delete any capacity adjustments in the selected horizon.
Otherwise, the available capacity adjustments remain.
6. Click on Ok.
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__________________________________________________________________________________

The planner can use the Capacity Workbench dialog box to modify the Capacity Profile within the
selected horizon. The following functions are available:
Absolute Update: The entered value (non-negative) is considered as capacity availability, and the
capacity profile is adjusted as follows:

Delta Update: The entered value (positive or negative) is considered as capacity availability, and the

Percentage Update: The entered value (non-negative) is considered as percentage value, and the
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The update functions do not affect the standard capacity availability. Therefore, any slice of the horizon
that is not defined by the Capacity Profile (before the first effective date) will remain untouched.
2.10.4 Capacity Profile
The Capacity Profile screen is available under Master Data Capacities.
The Capacity Profile represents a time-dependent definition of the capacity availability and takes
precedence over the standard availability defined in the Capacity Definition above.
Figure 50: Capacity Profile screen
Capacity/Family/List If specified, data is filtered by Capacity Name, Family, or List
Table 118: Capacity Profile screen selection criteria
If no filter is specified, selecting the Retrieve button will list all capacities defined.
Effective Date Starting from this date, the Daily Capacity defines the availability of the
capacity.

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__________________________________________________________________________________
Daily Capacity Describes the daily capacity availability of the respective capacity in the
same unit of measure as used in the Capacity Definition.
Table 119: Capacity Profile report results
Note: The actual maximum output of each capacity depends on the bill of capacities.
2.10.5 Capacity Adjustment
The Capacity Adjustment screen is available under Master Data Capacities.
The Capacity Adjustment screen represents a time-dependent definition of the capacity availability,
and takes precedence over the availability defined in the Capacity Profile above.
Figure 51: Capacity Adjustment

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__________________________________________________________________________________
Table 120: Capacity Adjustment screen selection criteria
Effective Date At this date, the Adjusted Capacity defines the availability of the capacity.
Adjusted Capacity Describes the daily capacity availability of the respective capacity in the
same unit of measure as used in the Capacity Definition.
Table 121: Capacity Adjustment report results
Note: The actual maximum output of each capacity depends on the bill of capacities.
2.10.6 Capacity Family
The Capacity Family screen is available under Master Data Capacities.
The Capacity Family screen enables the user to combine several capacities in a single family.
Therefore, the user is able to retrieve multiple capacities in all reports that provide the standard
capacity selection drop-down.
Figure 52: Capacity Family screen

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__________________________________________________________________________________
Table 122: Capacity Family screen selection criteria
Capacity Family Family name of the capacity.
Table 123: Capacity Family report results
2.10.6.1 Setting up a Capacity Family
The following shows how to set up a capacity family.
2. Define values for Capacity Family.
3. Define values for Capacity and Depot.
2.10.7 Modeling Capacities
2.10.7.1 Capacity Setup
One depot can have more than one capacity defined. CM1 depot has two capacities defined:
FINAL_ASSEMBLY and SUB_ASSEMBLY. The Daily Capacity for both of them is set to 360 units (a unit
can represent time or a machine, etc.; important is that capacity is measured in the same units of
measure across the same tenant instance). The FINAL_ASSEMBLY of the CM1 depot is set to constrain
the plan (Constraint Flag is checked). The CM2 depot has two capacities as well, however with 120
units of Daily Capacity.
Depot Capacity Description Daily
Capacity
Frozen
time
Constraint Flag
CM1 FINAL_ASSEMBLY Final system assembly 360 0 checked
__________________________________________________________________________________
__________________________________________________________________________________
CM1 SUB_ASSEMBLY Sub-assembly 360 0 -
Table 124: Capacity Setup screen
The impact of the 360 units in the Daily Capacity column can be verified in the Preview tab of the
Capacity Workbench screen or Capacity Requirements screen in the Limit line: 360 units are set
up continuously until another units amount is specified in the Capacity Setup screen, Capacity
Profile or Capacity Adjustment screen for a specific date. The Constraint Flag set for the CM1 depot
in the Capacity Setup screen shows up in the Capacity Requirements screen automatically. The
constraint capacity can be recognized by work orders (green boxes), which do not oversteps the
capacity availability line.
Because the system is set up for the planning on the weekly basis (setup in the Planning Grid), the
screen below shows only the first day of the planning bucket. The daily capacities of the whole week
will be added together e.g., for the week starting with 05/17/2010, 360 units of daily capacity* 6
working days=2160 units. The result will be displayed in the Limit boxes cumulated for each week.
Planning
Bucket
05/15 05/17 05/24 05/31 05/07 05/14 05/24
Limit 360 2160 2160 2160 2160 2160 2160
Table 125: Limit of the capacity setup for FINAL_ASSEMBLY, weekly basis
Figure 53: Preview Tab with Daily Capacity and Weekly Planning setup
With the daily planning, Capacity Requirements screen displays the capacities day by day, thus it is
clear that the Daily Capacity for 360 units set in the Capacity Setup screen coincides with the
determined limits. To daily planning will be defined in the Planning Grid, for example, as shown
below:

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Figure 54: Setup of the planning on the daily basis in the Planning Grid screen
Moreover, the screen below also shows that the CM1 depot uses the 6-1 calendar, which means that
the working week lasts 6 days and one day is a non-working day.
Planning
Bucket
May
15
May
16
May
17
May
18
May
19
May
20
May
21
May
22
May
23
May
24
May
25
May
26
Limit 360
Non-
working
360 360 360 360 360 360
Non-
working
360 360 360
Table 126: Limit if the capacity setup for FINAL_ASSEMBLY
Figure 55: Preview tab with Daily Capacity and daily planning
2.10.7.2 Capacity Profile
The table below shows the setup of the Capacity Profile for the CM1 depot. The Effective Date
specifies the start date when the new Daily Capacity should be valid. The effectiveness of the Daily
Capacity for a particular depot-capacity lasts until a new Capacity Profile is defined for the same
depot-capacity or a Capacity Adjustment is defined for the same capacity depot.
Depot Capacity Effective Date Daily Capacity

__________________________________________________________________________________
__________________________________________________________________________________
CM1 FINAL_ASSEMBLY 05/31/2010 200
Table 127: Setup of the Capacity Profile for the CM1 depot
The table below demonstrates the Limit boxes of the Capacity Requirements screen setup for
FINAL_ASSEMBLY in the CM1 depot.
Planning Bucket May 15 May 31 June, 07 Aug,02 Aug,09
Limit 2100

1200 1200 2100 2100
Table 128: Capacity limits setup for CM1 depot, FINAL_ASSEMBLY, from 05/15/2010 until 05/26/2010
The figure below depicts the setup in the Preview tab:
Figure 56: Preview tab with Capacity Profile and weekly planning
2.10.7.3 Capacity Adjustment
The capacity limit can be adjusted for the production purposes. The adjustments can be set for
specified days. Therefore, if the capacity for a certain month limited up to 1500 units and production
process on some days requires less or more units produced/processed the output number can be
adjusted in the Capacity Adjustment screen.
Depot Capacity Effective Date Daily Capacity
Table 129: Capacity Adjustment screen
The table below demonstrates the Capacity Requirements screen where the capacity limits for
FINAL_ASSEMBLY in the CM1 depot were set (planning on weekly basis).

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Planning
Bucket
June, 28 July, 05 July, 12
Limit 1200 1520 1200
Table 130: Capacity Requirements screen, Limits for the week
Figure 57: Preview tab with Capacity Profile and weekly planning
2.10.7.4 Capacity Family
If several capacities are defined, e.g. assembly capacity, packaging or transportation capacity, the
capacities can be combined or grouped into capacity families. The same capacity can be part of
different families. In the table below the capacity family SYSTEMS contains two capacities:
FINAL_ASSEMBLY and SUB_ASSEMBLY.
Capacity Family Capacity Depot
SYSTEMS FINAL_ASSEMBLY CM1
CM2
SUB_ASSEMBLY CM1
CM2
Table 131: Capacity Family
2.11 Capacity Family Bill of Capacity
2.11.1 Overview
Similar to the Bill of Material, the Bill of Capacities defines which capacities are required to build (or
ship) a part.

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2.11.2 Bill of Capacities
The Bill of Capacities screen is available under Master Data Capacities.
All replenishment processes like make, or buy, or transfer can be set up to consume capacities. The
Bill of Capacities screen shows the setup and displays the required capacities per process. An
inverted view that displays the produced parts and related processes is available as well.
Figure 58: Bill of Capacities
Table 132: Bill of Capacities selection criteria
If no filter is specified, selecting the Retrieve button will list all data defined.
Alternatively, the inverted Bill of Capacities can be retrieved. Selecting the Inverted tab will
provide a different set of filter drop-downs on top of the screen:
Capacity/Family/List If specified, data is filtered by Capacity Number, Family, or Capacity List
Table 133: Inverted Bill of Capacities selection criteria

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__________________________________________________________________________________
If no filter is specified, selecting the Retrieve button will list all data defined.
Part Describes the part that is produced, procured or transferred.
Process Describes the process that consumes capacity.
Coefficient Required capacity per unit in the same unit of measure as used in the
Capacity Definition.
Group ID The Group ID identifies alternative capacities.
Priority Describes the preferred sequence given that multiple alternative capacities
provide the necessary availability.
Table 134: Bill of Capacity report results
2.11.3 Modeling Bill of Capacity
2.11.3.1 Grouping and Alternatives
In the Bill of Capacity, similarly to the Bill of Materials, it is possible to prioritize one capacity over
another one. For a process, which requires several capacities, it is required to group capacities
together by assigning the same Group ID and inserting a 1 in the Priority column.
Depot Part Process Capacity Coefficient Group ID Priority
CM1 MODULE_A SUB_ASSEMLY SUB_ASSEMLY_1 1 CM1-
SUB_ASSY
1
SUB_ASSY
1
Table 135: Bill of Capacities screen, process with several capacities
To model alternative capacities usage inside the same depot different Group IDs should be assigned
and different priority values inserted. The table below states that the SUB_ASSEMBLY_1 capacity is
prioritized over the SUB_ASSEMBLY_2 capacity.
Depot Part Process Capacity Coefficient Group ID Priority
__________________________________________________________________________________
__________________________________________________________________________________
SUB_ASSY_1
1
SUB_ASSY_2
2
Table 136: Bill of Capacity, alternative capacity setup
2.12 Cost and Price Model
2.12.1 Overview
ICON-SCP provides a basic cost model which enables the user to consider financial factors when
creating a plan. To keep it simple, only an aggregated view of the major cost drivers is taken into
account. The major cost drivers are considered to be Inventory, Production, Procurement, and
Shipping.
As an input data requirement, a defined selection of cost/unit for these cost drivers is to be provided to
ICON-SCP. Using this data, the cost model allows planners to work on operational goals considering
various costs defined within ICON-SCP, and modeling different alternatives when producing or
procuring inventory.
When additionally provided with price/unit data, Revenue and Margin reporting can be performed
during the development of operational goals and initiatives.
The following sections examine the two basic concepts of the cost model, Revenue and Margin
reporting and Production/Purchasing alternatives comparison.
2.12.2 Sales Price Calculation
The foundation of the Cost Model is the definition of costs and prices on part-depot level. These values
are defined as [ICON_DOLLAR / unit]. ICON_DOLLAR means all prices have to use the same currency
per tenant instance. The currency symbol can be configured also globally per tenant instance.
The prices are entered on three levels: channel, part-depot, and customer order level. They are
defined in the following screens:
Screen name Price name Price name definition
Channel Workbench Std Unit Price The average price on channel level. This is used to define
the price this product is sold for if there is no other
information available.
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Part-Depot Setup Std Unit Price The average price on the part-depot level. This is used to
define the price this product is sold for if there is no other
information available.
Customer Order Unit Price The price this product is sold for in this specific order.
Table 137: Price name definition
ICON-SCP automatically propagates the prices to primary demands applying the following logic:
If the primary demand is of type CO and the CO has an assigned price, this price will be taken.
If the primary demand is assigned to a channel and the channel has an assigned price, this
price will be taken.
If the referenced part-depot has an assigned price, this price will be taken.
The price for the primary demand is undefined.
In the following example CHANNEL-A defines a Std Unit Price of 17$/unit whereas CHANNEL-B does
not define a specific price. The Channel Workbench screen would show the Std Unit Price:
CHANNEL A CHANNEL A 17,00
CHANNEL A CHANNEL B
Table 138: Std Unit Price in Channel Workbench
The unit price in depot DC2 is set to 16$/unit for SYSTEM_1 and to 14.70$/unit for SYSTEM_2. In
depot DC1, SYSTEM_1 costs 15$/unit. For all other combinations the unit price is undefined. The Part-
Depot Setup screen would show the Std Unit Price on part-depot level in the following way:
Depot Part Std Unit Cost Std Unit Price Unit Roll Up Cost
CM1 SYSTEM_1 14,50 14,80
CM1 SYSTEM_2 14,50 14,35
CM2 SYSTEM_1 14,50 14,80
CM2 SYSTEM_2 14,50 14,35
DC1 SYSTEM_1 14,50 15,00 14,80
DC1 SYSTEM_2 14,50 14,35
DC2 SYSTEM_1 14,50 16,00 14,80
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DC2 SYSTEM_2 14,50 14,70 14,35
Table 139: Std Unit Price on part-depot level
The Primary Demand Report lists the following unit prices:
17$/unit derives from the channel setup for all orders assigned to CHANNEL-A.
14.70$/unit derives from the part-depot setup for all orders on DC2/SYSTEM_2 as CHANNEL-B
has no specific price.
Undefined: For all orders on CM2/SYSTEM_1/CHANNEL-B as neither CHANNEL-B nor
CM2/SYSTEM_1 has a specific price.

2.12.2.1 Revenue Reporting
Considering the previous example, this chapter shows how the planner can work on operational goals
with revenue reporting statistics. The prices defined on part-depot level can result in a meaningful
information using the Delivery and Requested quantities.
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The unit price from the Primary Demand report is pulled from the Delivery Plan to calculate the
revenue/margin for the delivery. If the unit price is undefined, the revenue/margin is undefined, too.
The Revenue calculation is as following:
Req Qty x Unit Price = Req Revenue [$]
Delivery Qty x Unit Price = Delivery Revenue [$]

2.12.3 Costs Calculation
The foundation of the cost model is the definition of costs and prices on part-depot level. These values
are defined as [ICON_DOLLAR / unit]. ICON_DOLLAR means all prices have to use the same currency
per tenant instance. The currency symbol can also be configured globally per tenant instance.
__________________________________________________________________________________
__________________________________________________________________________________
In order to be able to assess different alternatives when producing/procuring supplies, all processes
should have a cost attached; this cost is defined as delta cost. The result of this definition is that the
cost of production processes and transportation processes do not include the material cost. Supplier
process costs however do include material cost. These values are defined as [ICON_DOLLAR / unit].
The costs are defined in the following screens:
Screen name Cost name Cost name definition
PO/IWT/WO Unit Cost The cost of one unit. Depending on the Reserve Flag,
this can contain material costs:
Reserve Flag = CAPACITY and NONE should
contain material costs.
Reserve Flag = Both, MATERIAL and FPOs
should be only delta costs .
Process Setup Unit Processing Cost How much it costs to execute the process. This does not
contain material costs, except for supplier processes.
Part Depot Std Unit Cost The average cost on the part-depot level. This is used if
no other information on the origin of the part is available,
e.g., to value OH inventory.
Table 140: Cost name definition
ICON-SCP automatically propagates the costs to supplies applying the following logic:
If the supply is based on On-Hand inventory, the unit cost from part-depot will be taken.
If the supply refers to a firm supply, and the firm supply refers to a PO, IWT or WO, and has a
unit cost (that means the unit cost is not null) this unit cost is taken.
If the supply refers to process-specific proposals (IWT, PO, WO) the unit processing cost of the
process is taken.
If the supply is process-unspecific (FPO) the standard unit cost of the part-depot is taken.
The unit cost for the supply is undefined.
The following example shows purchasing costs for all components required to build
SYSTEM_1/SYSTEM_2.
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For reporting purposes, the Unit Processing Cost [$] column from the Process Setup screen is
named Unit Cost [$].
The unit costs for the supplies are used to calculate unit roll-up costs for each pegging node.
The Unit Roll-up cost is calculated differently depending on the report and options chosen:
Screen name Unit Roll-up cost definition
Pegging,
Delivery Plan
The sum of unit roll-up cost of the children multiplied with their pegging quantities.
The sum is then divided by the nodes pegging quantity.
If the pegging node refers to a supply, the unit processing cost of the supply is
added to the quotient.
Part-Depot
Setup
For Part-Depot:
If the PRIORITIZED_FLAG on the part-depot is set, the process with the minimum
priority is chosen. In case several processes are assigned to the minimum priority,
an arbitrary one is chosen. The roll-up cost of that process is displayed as roll-up
cost for the part-depot.
If the PRIORITIZED_FLAG on the part-depot is not set, all active processes for the
systems planning date are chosen. Thereby, the process-setup and the process
shares are considered. The defined splits for the processes are normalized and the
roll-up cost for the part-depot is calculated as sum of process roll-up cost multiplied
with the normalized split for the process.
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For a Process:
The unit roll-up cost is the sum of material cost and unit processing cost of the
process. The later is taken from the process-setup-cost table or the parts table if
the process is a parts-default process.
The material cost depends on the type of the process:
SUPPLIER: There are no additional material costs as they are expected to
be already contained in the unit processing cost.
DEPOT: The material cost is equal to the roll-up cost of the part in the
sending depot.
PRODUCTION: The material cost is calculated from the active BOM for the
systems planning date as sum of roll-up cost of the components multiplied
with their coefficients plus the roll-up cost of all group of alternatives:
If the PRIORITIZED_FLAG on the part-depot is set for each group of
alternatives, the group with the minimum priority is chosen. In case
several groups are assigned to the minimum priority, an arbitrary one is
chosen. The roll-up cost of that group is the sum of roll-up cost of the
components multiplied with their coefficients.
If the PRIORITIZED_FLAG on the part-depot is not set, for each group
of alternatives the feasible groups are chosen and their splits are
normalized. The roll-up cost of the group of alternatives is the sum of
roll-up cost per group multiplied with the normalized split. The roll-up
cost per group is the sum of roll-up cost of the components multiplied
with their coefficients.
Table 141: Unit Roll Up Cost definition
2.12.3.1 Margin Reporting
The unit roll-up costs for delivery item nodes are used in the Delivery Plan to calculate costs and
margins:
Delivery Cost [$] = Delivery Qty x Unit Roll Up Cost
Req Cost [$] = Req Quantity x Unit Roll Up Cost
Note: The Unit Roll Up Cost is calculated as explained in the table from the previous
chapter under Screen name Pegging/Delivery Plan
Delivery Margin [$] = Delivery Revenue [$] Delivery Cost [$]
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Req Margin [$] = Req Revenue [$] Req Cost [$]

2.12.3.2 Production / Purchasing Alternatives Comparison
In specific situations, the planner will want to consider costs in order to decide if a product should be
produced or purchased. To do so, the planner could investigate the revenue, costs, and margin in the
Delivery Plan report for a particular part-depot (as illustrated in the previous chapter). The root cause
analysis can lead to process alternatives and to the result that a particular process alternative requires
a new setup. The planner will setup a new process alternative model, evaluate the costs, and compare
between the old and the new scenario.
Consider an example where an OEM located in the United States aspires to maximum efficiency and
therefore prefers the water as a shipping mode rather than air. For the same reason, the company
may also consider purchasing components from suppliers located in Asia instead of suppliers located in
the Americas region. Components in Asia are cheaper, but the shipping costs are higher. The concern
that occurs here is the order fulfillment being late.
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Figure 59: Planning Model example
The cost model can be used to model different scenarios.
Scenario 1: The Depot process alternative can be created to consider air transportation with a higher
priority/quota than water.
Scenario 2: The Supplier process alternative can be created to consider suppliers from the Americas
region with a higher priority/quota than Asian suppliers (the reason for this update might be that the
shipping time is less and the components are available earlier, thus delivery is faster).
Scenario 3: The Production process alternative can be created to produce specific subassembly in
OEMs manufacturing plant instead of purchasing the subassembly from the supplier (the reason for
this update might be decreasing the costs of the subassembly).
After changing the process alternatives, a new planning build will show the new Cost and Margin
situation with the impact on the order fulfillment. The result could end in higher overall costs, but also
in an improved level of customer satisfaction.
2.12.4 Modeling Costs
The following examples show two scenario comparisons with the focus on cost modeling in order to
give an explanation how different business situations can be evaluated.
There are two scenarios: Scenario1 and Scenario2. In both scenarios the finished good SYSTEM_1 is
distributed with the ship and air transportations methods to the customer. Both scenarios show the

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exact same data setup except for the Lead Time definition of the ship transfer. The Split in both
scenarios is set in the way that CM1 depot (represents the ship transfer) is higher prioritized than CM2
depot (represents the air transfer). Further assumptions are that the planning date is 05/15/2010 and
there is a Customer Order of 600 units with the Req Date on 06/04/2010.
Figure 60: Scenario1 and Scenario2 Example
The following table shows the Process Setup of the Scenario1:
Depot Part Process Process
Type
Lead
Time
Frozen Spit Unit
Processing
Cost
DC1 SYSTEM_1 CM1 Depot 20 20 1 10
Table 142: Scenario1 setup in the Process Setup screen
In the Scenario1, the Lead Time between CM1 depot and DC1 depot is 20 days, which is enough to
supply the demand due on 06/04/2010, on-time.
Moreover, transportation costs from the CM1 depot to the DC1 depot are significantly lower than the
air transportation from CM2 depot.

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The following table shows the Process Setup of the Scenario2:
Type
Lead
Time
Frozen Spit Unit
Processing
Cost
Table 143: Scenario2 setup in the Process Setup screen
In the Scenario2, the demand of 200 units cannot be ful filled on time (06/04/2010) by the ship
transfer due to a longer Lead Time of 30 days. As the air transfer is faster (Lead Time = 1 day), the
system will resort to the air transportation alternative: to replenish DC1 with SYSTEM_1 from the CM2
depot and deliver on-time. However, the on-time air transfer is accomplished at much higher costs.
The comparison of the two transportations methods in both scenarios can be verified in
Replenishment Report, Demand Commit or Capacity Utilization reports.
The overview section of the Replenishment Report shows following planning results:
Scenario Depot Part Process Dmd Total
Scenario1 DC1 SYSTEM_1 CM1 600
CM2 600
CM1 SYSTEM_1 FINAL_ASSY 600
Scenario2 DC1 SYSTEM_1 CM1 600
CM2 600
Table 144: Comparison of the scenarios in the Replenishment Report screen
According to the Replenishment Report:
In the Scenario1, the DC1 depot will be replenished with SYSTEM_1 from the CM1 depot.
In the Scenario2, the DC1 depot will be replenished with SYSTEM_1 from the CM2 depot.
In the Demand Commit report, you can verify the demand and the commit amount as well as cost,
revenue and margin for both scenarios.
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Depot Part Scenario Units Category 05/15 05/21 05/18 05/26
DC1 SYSTEM_1 Scenario1 Units demand 0 0 600 0
commit 0 0 600 0
delta 0 0 0 0
Revenue demand 0 0 120.000 0
commit 0 0 120.000 0
delta 0 0 0 0
Costs demand 0 0 64.500 0
commit 0 0 64.500 0
delta 0 0 0 0
Margin demand 0 0 55.500 0
commit 0 0 55.500 0
delta 0 0 0 0
Scenario2 Units demand 0 0 600 0
commit 0 0 600 0
delta 0 0 0 0
Revenue demand 0 0 120.000 0
commit 0 0 120.000 0
delta 0 0 0 0
Costs demand 0 0 115.800 0
commit 0 0 115.800 0
delta 0 0 0 0
Margin demand 0 0 4.200 0
commit 0 0 4.200 0
delta 0 0 0 0
Table 145: Margin Comparison of Scenario1 and Scenario2 in the Demand Commit screen
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Reviewing the results provided in the Demand Commit screen, apparently the Margin in the
Scenario1 is much higher than in the Scenario2.
Assuming the situation of the Scenario2 (with the LT of 30 days), the planner can now decide if the on-
time order fulfillment (the customer satisfaction) objective or the cost saving objective will be pursued.
Consequently, he will decide which transportation method (ship or air) will be preferred.
2.12.4.1 Modeling Roll-Up Costs
In the following example, we will examine the calculation of the Roll-Up costs. The example will show
where in the planning model various costs can be defined, in order for a cost calculation (and
ultimately Margin Reporting) to show meaningful results.
We want to calculate the Roll-Up costs of the finished product SYSTEM_1. Let us assume for the
assembly of the SYSTEM_1 product we have the components for the MODULE_A on-hand, but the
remaining components CABLE_X, CHASSIS_R and STORAGE have to be purchased. For STORAGE, part
SEAG is the higher prioritized alternative to be used for the further production (WEST_DIG will not be
required).
Supplier Level:
CABLE_X, CHASSIS_R, SEAG are purchased from different suppliers. Purchasing unit costs for all three
components is $5, makes altogether $15 (Unit Cost in the PO screen).
Warehouse Level:
Furthermore, the suppliers are replenishing the VH1 depot, but the components are needed in the CM1
depot for manufacturing purposes. Therefore, the transportation costs for the inter warehouse transfer
from VH1 to CM1 have to be included. The stock transfer costs per unit are $1, makes altogether $3
(Unit Processing Cost of the according Depot process in the Process Setup screen).
Sub-Assembly Level
The components ASIC_1000, COOLING_UNIT and MAIN_BOARD are on-hand in the CM1 depot.
Standard unit costs for storage of a unit in stock vary: for ASIC_1000 $12/unit, for COOLING_UNIT
$6/unit and for MAIN_BOARD $44/unit (Std Unit Cost in Part-Depot screen).
The production of one unit of MODULE_A costs $10 (Unit Processing Cost of the according
Production process in the Process Setup screen).
Final Assembly Level
Production costs of one unit of SYSTEM_1 is $10, which sums up the processing costs for production up
to $20 in total (Unit Processing Cost of the according Production process in the Process Setup
screen).
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Distribution Level
After the SYSTEM_1 finished good is produced it will be transferred from CM1 to DC1 depot for $7/unit.
(Unit Processing Cost of the according Depot process in the Process Setup screen).
Figure 61: Roll Up Cost Example
There is a demand of one unit of SYSTEM_1. Price per unit is $150.
The required cost for purchasing, transportation, storage and production make up together $107. The
difference in the price/unit ($150) and the cost/unit ($107) results in a margin of $43.
2.12.4.2 Modeling Sales Price
The following example shows where in the planning model various sales prices can be defined and
explains which price is taken for the sales price calculation. As mentioned earlier, the sales prices can
be defined at the Customer Order level, Sales Channel level or at the Part-Depot level.
We want to calculate the Std Unit Price of the finished product SYSTEM_1. Let us assume we (the
OEM) sell the:
SYSTEM_1 product to the Customer B directly (Channel: SYSTEM_1-DIRECT)
SYSTEM_1 product to the Customer A through a retail channel (Channel: SYSTEM_1-RETAIL)

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SYSTEM_2 product to the Customer B through a retail channel (Channel: SYSTEM_2-RETAIL)
Furthermore, three Customer Orders are expected, where Customer Order3 will come through the
SYSTEM_1-DIRECT channel, Customer Order2 will come through the SYSTEM_1-RETAIL channel and
the Customer Order1 will come through the SYSTEM_2-RETAIL channel. We will define the Std Unit
Price only for SYSTEM_1-DIRECT channel. While the Customer Order1 will come with a Std Unit Price
definition.
Final Assembly Level
Final Assembly Level shows CM1 and CM2 depots. The CM1 depot visualizes the production of part
SYSTEM_1 at the Std Unit Price of $150 per unit and of part SYSTEM_2 at the Std Unit Price of $170
per. The depot CM2 produces SYSTEM_1 for $150 per unit.
Distribution Level
Distribution level depicts the prices of the Part-Depot level. The SYSTEM_2 is distributed from the DC2
depot at the price of $240 per unit. SYSTEM_1 is distributed from the DC1 depot for $200 per unit.
Sales Channels
Customer Order3 is replenished directly from the CM2 depot with SYSTEM_1. The price for the direct
sale is $160 per unit.
Demand Level
Demand level indicates the origin of the Primary Demand. In our example, the Primary Demand is
initiated by a Customer Order. The Std Unit Price of a Customer Order1 is $250.
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Figure 62: Price Model
Ultimately, the sales price sources for demands are a Customer Order price, Channel Price or a price
defined on the Part-Depot level.
In our example, Customer B is supplied with the finished good SYSTEM_2 at the Customer Order price
of $250 per unit. Moreover, the Customer B is supplied with the finished good SYSTEM_1 directly from
CM2 depot at the Sales Channel price of $160 per unit. The Customer A is supplied with the finished
good SYSTEM_1 from DC1 depot at the Part-Depot level price of $200 per unit.

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3 Transactional Data
ICON-SCP follows a demand driven approach, where demand is driving most of the activities within the
supply chain. This includes the creation of work and purchase order proposals as well as allocating
short material and capacities based on demand priorities.
Independent Demand Describes the four demand types in ICON-SCP: Customer Order, Forecast,
Additional Demand and Inventory Reservations.
Supply Describes the supply types in ICON-SCP: Inventory, Inter Warehouse
Transfer, Purchase Orders, Work Orders, Firm Planned Orders
External Commits Explains the processes Save Material/Capacity Commit and Load
Material/Capacity Commit in detail
3.1 Independent Demand
ICON-SCP knows four different types of primary demands:
Customer Orders (CO)
Forecasts (FC)
Additional Demands (AD)
Inventory Reservations (IR)
Before we explain the four primary demand types in detail, we will first discuss about the terms
Independent Demand and Dependent Demand as well as Gross Demand and Net Demand.
3.1.1 Independent vs. Dependent Demand
A demand signal can come from different sources. Of course, the customer demand for a specific
product is one source of demand, along with sales forecast for products. These demands are called
independent demands, or primary demands. If a product is manufactured through a bill-of-
material, the requirements of sub-assemblies and components are a function of the independent
demand. They are determined through a so-called BOM explosion where the system calculates all
dependent demands based on the BoM coefficients. These component demands are called dependent
demands, or secondary demands.
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3.1.2 Gross and Net Demand
A central function of any manufacturing planning system, no matter whether we talk about MRP, MRPII
or APS, is the basic idea to do gross-net-calculations. The meaning of gross-net-calculation will be
explained in following example:
Example: A customer, e.g. Wal-Mart, wants to purchase 1000 mountain bikes of a specific type.
Assuming there are 600 of these bikes already available in stock. In this example, the gross,
independent demand for the mountain bikes is 1000, the net independent demand for the bike is 400.
As every bike has two wheels, the gross dependent demand on wheels is 800. Now, if there are
already stocked some wheels, say 300, then the remaining net dependent demand for wheels is 500.
3.1.3 Customer Orders
3.1.3.1 Overview
Customer Orders refer to real customer requests and therefore need to be considered with special
attention in planning. A customer order is entered on product, location, customer level and is defined
by its order item number. Besides the customers requested date, an acknowledgement date might
have already been assigned to the order. Based on the given business rules, the orders due date for
planning is either the requested date or the acknowledged date. In case of that, the customer accepts
early deliveries, the Earliest Requested Date (ERD) can be assigned to the order and will be considered
in planning as well.
In a constraint planning world, demands might not be fulfilled on-time, or only partial deliveries are
possible. Refer to chapter 5.6.3.1 for more details.
3.1.3.2 Order Grouping
Customer order demands can be bundled in order groups. The goal of such grouping is to consider the
order groups as an entity in planning, which shares several common attributes. E.g., attributes like the
Due Date, the Earliest Requested Date, the Order Date or the Priority are shared within an order
group. Furthermore, the whole group follows the same partialling rule.
ICON-SCP has proved ability to support BTO, PTO and CTO as well as BTF (build-to-forecast). For
CTO/ATO, ICON-SCP neatly groups the factory installed options (CTO/ATP building blocks) into
shopping baskets allowing users to view the header record at a summary level or expand the
shopping basket to reveal each building block.
3.1.3.3 Customer Order
Customer Order screen is available under Transactional Data -> Demand.
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The Customer Order screen provides a list of customer orders for the selected part and depot.
In the Customer Order screen, retrieve data with the following selection criteria:
Part/Family/List If specified, data is filtered by Part Name, Part Family or Part List
Table 146: Customer Order selection criteria
Part Part number of the material
Customer Name or identifier of the customer
Qty Left Order quantity
Oder No Customer order number

Figure 63: Customer Order screen
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Partial No Partial Number i.e. individual shipment of an order
Req. Date Customer required date
Ack Date Acknowledge date of a customer order. Filled with 11/11/2222 if no date is
available
Order Date Date when the customer placed the order
ERD Earliest Requested Date. The earliest date, when the customer accepts a
delivery
Expire Date Expire Date is defined on demand level (CO, FC); If (partial) demand cannot
be delivered/fulfilled within Pull/Push Window, it is considered expired.
No Pull No Pull flag determines whether an order can be pulled. The order can only
be pulled if the flag is set to 0 and ERD date < Req date. If Pull No is set to
1, order line items are not allowed to be pulled
Priority Priority of the order (used for material and capacity availability check when it
is referenced in the Demand Priority scheme)
NP Code Defines the level of the no partial code
Order Status Status of the customer order
Order Type Type of the customer order
Item No Customer Item number
OI Group Identifier to group different order line items together in a shopping basket
Order Qty Original quantity of the customer order
Unit Price The price this product is sold for in this specific order.
Plan Flag If the planning flag is set, the customer order will be considered for planning
Table 147: Customer Order report results
Per default and typically Req Date is used for planning. If the Use Ack Date Flag in the Create
Primary Demand screen is checked, the Ack Date is used for planning unless Ack Date is a future
date (typically 11/11/2222), then the Req. Date is used. See 5.2.3.2 for details.
3.1.3.4 Order Lock
Locked Order screen is available under Master Data Misc.
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In the Order Lock screen complete order item groups, orders, order lines or individual shipments
(partials) can be locked, for example if there are issues with a specific customer. All locked orders or
deliveries are no longer releasable and will be marked as locked (Release Code = L) in the Ack Date
Report. Regardless if the order is releasable or not, it can be marked as locked. The settings in the
Order Lock screen override the settings in the Material Attribute screen. Locked demand still
allocates supply according to the defined priority sequence. In the Locked Order report a demand
item can be listed more than once due to multiple applicable locks.
Figure 64: Locked Order screen
Target Type Demand Type for which orders are defined. Possible values are:
CO: Customer Orders
FC: Demand Forecast
WO: Work Orders
DMD: Any demand type (all of the above except WO)
Order Item No Order Item (i.e. Order No + order line) to be locked. This value may contain
wildcards (%).
Order No Order to be locked. This value may contain wildcards (%).
Partial No Partial Number (i.e. individual shipment of an order) to be locked. This value may
contain wildcards (%).
OI Group Order Item Group to be locked.

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Lock No Unique ID of the lock, will be assigned by ICON-SCP.
Target Depot Depot where the demand defined in the Target Type field occurs.
Lock Code Optional field, may be used to enter a lock category like QH (quality hold) for
example.
Lock Scope O if the complete order should not be releasable. D if specific deliveries of the
selected order(s) should not be releasable.
CO No Internal ID of the order (MPS Order No.) may be used alternatively to selecting
orders through Order Item No or Order No. This value may contain wildcards (%).
Creation Date Creation Date of the lock, will be assigned by ICON-SCP.
Lock User User creating the lock, will be assigned by ICON-SCP.
Table 148: Order Lock report results
3.1.3.4.1 Locking an Order
Following explains how an order can be locked.
1. In the Order Lock screen, a new entry needs to be created with selecting Insert row from
the menu File (or Ctrl + I).
2. Select a Target type (CO, AD, DMD, FC, IR, WO), Target Depot, Lock Scope, CO No.
In the new row, following information is mandatory: Target type, Target Depot, Lock
Scope, CO No in order for an entry to be saved.
3. By selecting Save from the File menu (Ctrl + S), the entry will be saved.
Now the new entry needs to be processed in order for this locked target type to have an
impact on the release picture.
4. The calculation will be performed with the Calculate Release Status screen (can be found in
the Planning accordion menu). Enter the number of days for which the release status needs to
be calculated and click on OK.
The locked orders will now be displayed in the Locked Order Report and the Ack Date Report.
Refer to chapter 5.10.3.3 for more details.
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3.1.4 Shippable Forecast
3.1.4.1 Overview
Besides the customer orders, forecasts are another important demand driver. They usually provide a
mid- to long-term outlook and allow for timely component procurement and preparation of further
resources needed in operations.
In ICON-SCP, a forecast quantity can be entered on product/location/channel level for a certain date.
3.1.4.2 Shippable ForecastThe Shippable Forecast screen is available under Transactional
Data -> Demand.
The Shippable Forecast screen provides a list with all Shippable Forecast (SFC) quantities for the
selected Part and Depot. The calculated SFC is the net forecast and result of the Forecast Pre-
processing module. Shippable Forecast is regarded as the remainder of the forecast after netting
existing customer orders and bucket-to-date shipments. Thus, its an estimate for non-received
customer orders.
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Figure 65: Shippable Forecast screen
In the Shippable Forecast screen, retrieve data with the following selection criteria:
Table 149: Shippable Forecast screen selection criteria

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Depot Abbreviation of the Depot
Qty Quantity of the inventory reservation
Req Date Date by which the Shippable Forecast should be met
Priority Demand priority. The entries in this column are the result of the Forecast
Classification process step
ERD Earliest Requested Date when the Shippable Forecast should be fulfilled
Table 150: Shippable Forecast report results
3.1.5 Additional Demand
3.1.5.1 Overview
Sometimes, demands shall be considered in planning, which are not yet part of the forecast signal or
where no customer order has been placed, yet. Such situations might be:
A product manager asks if a short-term deal or promotion can be acknowledged or not.
Procurement of lower level materials (components) shall be triggered without having a real
demand.
Introducing Additional Demands will enable planners to drive the planning based on an enhanced
demand picture. They can be entered on product/location/customer level and will be further defined by
a due date, requested quantity and priority. Along with customer order and forecast demands,
additional demands will be considered in the priority assignment.
3.1.5.2 Additional Demand
Additional Demand screen is available under Transactional Data -> Demand.
Additional demands are maintained manually in ICON-SCP. They serve as demand elements in order to
either run availability checks (short-term) or to ensure that material and capacity will be allocated for
future customer orders.
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Figure 66: Additional Demand screen
Deal quoting through Additional Demand is possible by entering all products belonging to one deal
with the appropriate quantities, requested date and the same identifier in the Additional Demand
screen. Then, Ack Date Report can be used to check the estimated finish dates for a specific
additional demand.
In the Additional Demand screen, retrieve data with the following selection criteria:
Table 151: Additional Demand screen selection criteria
Part Part number of the part
Qty Quantity of the Additional Demand

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Req. Date Date by which the Additional Demand must be met
ERD Earliest Requested Date when the Additional Demand should be fulfilled
Priority Priority of the Additional Demand (used for material and capacity availability
check when it is referenced in the Demand Priority scheme)
NP Code No Partial Code Level of a demand item as configured in system parameters
Order Item No Number of the order item
Plan Flag If the planning flag is set, the Additional Demand-item will be considered for
planning
Table 152: Additional Demand report results
3.1.6 Inventory Reservations
3.1.6.1 Overview
Inventory reservations are demand elements which are used to simulate a withdrawal of inventory
without having a real primary or secondary demand behind. Inventory reservations will take
precedence on any other demand. E.g., they can be used to model negative starting inventory.
3.1.6.2 Inventory Reservation
Inventory Reservation screen is available under Transactional Data -> Demand.
The Inventory Reservation screen provides a list of inventory reservations for the selected part and
depot.
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Figure 67: Inventory Reservation screen
In the Inventory Reservation screen, retrieve data with the following selection criteria:
Table 153: Inventory Reservation screen selection criteria
Qty Quantity of the inventory reservation
Req Date Date by which the inventory reservation must be met
Order Item No Number of the order item
Plan Flag If the planning flag is set, the inventory reservations will be considered for
planning
Table 154: Inventory Reservation report results

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3.2 Supply
The term supply can be used in different meanings. E.g., supply can be inventory on component or
sub-assembly level that can be used to manufacture a finished product, or a stock keeping unit (SKU).
Supply can also be components or raw materials sourced from external suppliers. This external supply
can either be available after a supplier lead time, or according to a delivery schedule that the suppliers
have committed. In general, one can say that supply is all materials that can be sourced from a supply
network up the products value stream.
In order to fulfill different demands described in the previous chapters, the planning evaluates which
portion of the demand can be matched against which portion of the supply.
ICON-SCP knows five different types of supply:
Stock on Hand / Inventory
Inter Warehouse Transfer
Purchase orders
Work Orders
Firm Planned Orders
3.2.1 Stock on Hand / Inventory
3.2.1.1 Overview
The inventory requirements of a company depend on the network structure and the desired level of
customer service. The objective is to achieve the desired customer service with the minimum inventory
commitment, consistent with lowest total cost.
The stock on hand (OH) quantities describe the inventory quantities, which are available for a product,
sub-assembly or component in a location. Such quantities are considered as the starting inventory at
beginning of the first planning period.
3.2.1.2 Inventory
The Inventory screen is available under Transactional Data -> Supply.
The Inventory screen provides a list of stocks for the selected part by depot.
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Figure 68: Inventory screen
In the Inventory screen, retrieve data with the following selection criteria:
Table 155: Inventory screen selection criteria

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Depot Depot name
Qty Available on hand quantity
Adjustment Manual adjustment for Avail OH
Total Available Total available quantity used for planning. Calculated as the sum of Avail OH
+ Adjust OH
Table 156: Inventory report results
3.2.2 Inter Warehouse Transfer
3.2.2.1 Overview
From the initial purchase of a component, the logistical process adds value by moving inventory when
and where needed. The area of inter warehouse transfers concentrates on movements of components,
semi-finished components and finished goods inventories from one location to the other ( from
suppliers to manufacturing or assembly plants, warehouses or retail stores).
In ICON-SCP the inter warehouse transfers are loaded from the external execution system.
3.2.2.2 Inter Warehouse Transfer
Inter Warehouse Transfer screen is available under Transactional Data -> Supply.
The Inter Warehouse Transfer screen provides a list of inter warehouse transfers. They represent
material movements from a sending depot to a receiving depot.
Figure 69: Inter Warehouse Transfer screen
In the Inter Warehouse Transfer screen, retrieve data with the following selection criteria:

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Table 157: Inter Warehouse Transfer screen selection criteria
Depot Abbreviation of the depot where the material is shipped to (Receiving Depot)
Qty Left to receive quantity of the IWT order (used for planning)
Send Depot Abbreviation of the depot from which the material is shipped (Sending Depot)
Send Date Date on which the quantity is shipped from the supply depot
Arrival Date Date on which the shipped quantity will be available in the Receiving Depot
Order Item No IWT number from the execution system
Order Date Date on which the material was ordered for transfer
Order Qty Original ordered quantity
Order Status Current status of the IWT from the execution system
Order Type Type of the IWT
Unit Cost The cost of one unit. Depending on the Reserve Flag, this can contain
material costs:
Reserve Flag = CAPACITY and NONE should contain material costs.
Reserve Flag = Both, MATERIAL and FPOs should be only delta
costs.
POs and Supplier-Processes should always contain material costs.
The unit costs are calculated as follows:
If the supply refers to a firm supply, and the firm supply refers to a PO,
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IWT, WO or FPO and has a unit price (that means the unit price is not
null) this unit price is taken.
If the supply refers to process-specific proposals (IWT, PO, WO) the
unit processing price of the process is taken.
If the supply refers to OH the standard unit price of the part-depot is
taken.
Plan Flag If the planning flag is set, the Inter Warehouse Transfers will be considered for
planning
Table 158: Inter Warehouse Transfer report results
3.2.3 Purchase Order
3.2.3.1 Overview
Purchasing is arranging inbound movements of components, semifinished components, and finished
goods inventories (FGI) from suppliers to manufacturing or assembly plants, warehouses or retail
stores. Purchasing (or buying) is identified through creation of a purchase order.
3.2.3.2 Purchase Order
Purchase Order screen is available under Transactional Data -> Supply.
The Purchase Orders screen provides a list of the purchase orders for the selected part and depot.
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In the Purchase Order screen, retrieve data with the following selection criteria:
Table 159: Purchase Order selection criteria
Qty Left Order quantity
Figure 70: Purchase Order screen
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Supplier Supplier number
Send Date Date on which the quantity was shipped from the supplier
Arrival Date Date on which the delivered quantity is available in Receiving Depot
Order Item Number Order item number from the execution system
Order Date Date on which the item was ordered
Order Qty Original order quantity
Order Status Status of the Purchase order from the execution system
Order Type Type of the Purchase Order
material costs:
Reserve Flag = CAPACITY and NONE should contain material
costs.
costs.
If the supply refers to a firm supply, and the firm supply refers to a
PO, IWT, WO or FPO and has a unit price (that means the unit price
is not null) this unit price is taken.
taken.
Plan Flag If the planning flag is set, the purchase order will be considered for planning
Table 160: Purchase Order report results
3.2.4 Work Orders
3.2.4.1 Overview
The area of manufacturing support concentrates on managing of work-in-process inventory
(components, semi-finished components) as it flows between stages of manufacturing. The overall
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concern is what, when, and where products will be manufactured. The resulting work orders are under
control of the OEM.
3.2.4.2 Work Order
Work Order screen is available under Transactional Data -> Supply.
The Work Order screen provides a list of Work Orders (WO) for the selected part and depot.
Figure 71: Work Order screen
In the Work Order screen, retrieve data with the following selection criteria:
Table 161: Work Order screen selection criteria

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Qty Remaining quantity of the order to be produced (used for planning)
Process ID of the production process
Start Date Start Date of the Work Order
Finish Date Date on which the Work Order should be completed
Order Item No Work Order number from the execution system
Order Qty Original production quantity
Order Status Status of the Production Order from the execution system
Order Type Type of the Work Order
material costs:
costs.
PO, IWT, WO or FPO and has a unit price (that means the unit price is
not null) this unit price is taken.
taken.
Plan Flag If the planning flag is set, the work order will be considered for planning
Table 162: Work Order report results
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3.2.5 Firm Planned Order
3.2.5.1 Overview
When a planner accepts the proposal generated by the planning system and confirms it, the proposal
becomes a firm planned order. In the ERP system the planned orders are no longer changed by the
planning run, the planned orders can only be changed manually. The planning algorithm has to check
which process may fulfill the process-unspecific proposal.
A firm planned order defines a receipt of material without revealing why or from whom the material will
be received. Firm planned orders therefore are process-unspecific. Solely the material, quantity and
the expected receipt date are known and fixed, but there is no information whether the material should
be procured, produced or transferred from another depot.
Examples for modeling:
(Open) Work Orders, which still need to book both materials and capacity, but do not refer to a
pre-defined production process.
(Open) Inter Warehouse Transfers, which are scheduled only. The IWT quantity still needs to
be booked at the sending depot. There is no pre-defined supply chain process to be used.
Receipts from external parties like suppliers, who are not part of the planning model.
Firm planned orders occur in any case, so the receiving quantity will be considered in the planning in
any case. If the receiving date does not match a working day (the corresponding planning bucket has
no active periods), the arrival will be postponed to the next bucket with active periods.
3.2.5.2 Firm Planned Order
Firm Planned Order screen is available under Transactional Data -> Supply.
The Firm Planned Order screen provides access to all firmed proposals generated by the system. The
firm planned orders are not process-specific, therefore the Firm Planned Order screen shows
material which is required at a specific point of time, no matter where it comes from. In case the
planner also confirms a specific process in the ERP system, the order wont be displayed in the Firm
Planned Order screen, but in the IWT, Purchase Order or Work Order screen, depending on the
process type.
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Figure 72: Firm Planned Order screen
Table 163: Firm Planned Order selection criteria
Depot Depot where supply is located
Qty Planned qty of a planned order provided that the necessary inputs are sufficient
and on-time (component availability, capacity availability)
Scheduled Date Planned Arrival Date of a firm planned order provided that the necessary inputs
are sufficient and on-time (component availability, capacity availability)
Order Item Order Item Number of a firm planned order

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Number
Order Quantity Order quantity
Order Status Status of the firm planned order from the execution system
Order Type Type of the firm planned order
material costs:
costs.
If the supply refers to a firm supply, and the firm supply refers to a PO,
IWT, WO or FPO and has a unit price (that means the unit price is not
null) this unit price is taken.
taken.
Plan Flag If the planning flag is set, the purchase order will be considered for planning
Table 164: Firm Planned Order report results
3.2.6 Firm Supply
3.2.6.1 Overview
Firm supply is the suggested replenishment demands to be placed on the source. It is a combination of
all process-specific (IWT, PO, WO) and process-unspecific (FPO) supply inputs. Ultimately, it is the
result of the Create Firm Supply process which calculates the Reserve Flag based on certain rules.
3.2.6.2 Reserve Flag
The Reserve Flag defines what resources must be reserved by planning (BOTH, MATERIAL,
CAPACITY, NONE) therefore, only IWT, PO and WO orders will contain a Reserve Flag information.
The Reserve Flag reflects an order life cycle from a planning perspective:
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The Reserve Flag states are explained in following chapters.
Note: All PO, WO and IWT orders regardless of the Reserve Flag will be factored into
the remaining alternative share decisions for FPO and supply proposals (created by the
ICON-SCP planning engine). The FPOs and all new created proposals have the option to
choose a process. Which alternative will be validated first, depends on the actual share
of the Firm Supply process. Each Firm Supply is assigned to a particular process, which
in turn executes that Firm Supply. Consequently, the Firm Supply determines the
actual share of the process.
3.2.6.2.1 Reserve Flag: Both
An order with the Reserve Flag Both triggers the production, transfer or the purchase of the
material according to the quantity and date given by the WO /IWT/PO (even if no demand needs to be
fulfilled). The goods will be built or will arrive at some point in the future. A predefined alternative
process is used. Resources, MATERIAL and CAPACITY still need to be booked.
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The above figure indicates the following:
TODAY<=WSD: The order is scheduled for execution but not yet started. This state may have a couple
of sub-states (e.g. fixed, confirmed, approved, etc.). For planning, this state means that BOTH
materials and capacities must be checked and reserved.
If the orders desired execution date falls into a bucket without active planning periods, the planning
engine tries to pull the procurement of the material to an earlier date. The quantity is the execution
quantity.
(Open) Work Orders, where the work order is scheduled for execution, but the production has
not yet started. Thus, both resources material and capacity need to be reserved. A pre-defined
production process is used.
(Open) Inter Warehouse Transfers, where the stock transfer order is scheduled for
transportation, but the transfer activity has not yet started. Thus, both resources material and
capacity need to be reserved. A pre-defined supply chain process is used.
3.2.6.2.2 Reserve Flag: Material
An order with the Reserve Flag Material is a receipt from a pre-defined alternative process. Planner
should use this reserve flag only under special circumstances as explained below.

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WSD<TODAY<=CCD: The execution/transportation of the order has started and capacities are booked.
For planning, this state means capacity is booked but material still needs to be checked and reserved
(MATERIAL).
In case the receiving date of the order matches a non-working day or there is no material, the receipt
will be postponed to the next bucket that satisfies both conditions. The quantity equals the in-process
quantity.
(Open) Production Orders, for which the capacity has already been consumed , but the
material still needs to be booked (Reserve Flag Material) A pre-defined production process
is used. This is not a typically workflow, since factory will not normally consume capacity
without consuming material first.
Excursus:
In case of LT=0: Reserve Flag Material can occur in the system due to the speed with which the
transactions reach ICON-SCP. It is not plausible though as the material needs to be available first, in
order to assemble a product (and use the capacity).
Backflush: The components are physically taken out of the stock (VH) and the order execution has
started. The components have not yet been booked out of the system (VH) they are only reserved. The
product is assembled where the capacity has been used (CM). The finished good can now be booked
into the system (CM) while simultaneously the reserved components will be booked out of the system
(VH). In this case you would expect the Reserve Flag Material to occur in the system.
Backflush with complete picking (all components are booked at the same time): Reserve
Flag = Material and LT=0
Backflush with partial picking (components are booked individually): Reserve Flag = None
and Inventory Reservations are generated for each component
Additional modeling or customization is required in order to show the Reserve Flag Material in
ICON-SCP.
3.2.6.2.3 Reserve Flag: Capacity
An order with the Reserve Flag Capacity is a receipt from a pre-defined alternative process. It can
be used for modeling Work Orders, Inter Warehouse Transfers or Purchase Orders that are already
booked from inventory on supplier side but still must book resources on receiving side.
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WSD<TODAY<=CCD: The execution/transportation of the order has started and materials are booked.
For planning, this state means material is ignored but capacities still need to be checked and reserved
(CAPACITY).
In case the receiving date of the order matches a non-working day or there is no capacity available,
the receipt will be postponed to the next bucket that satisfies both conditions. The quantity equals the
in-process quantity.
(Open) Work Orders, where the material has already been consumed for, but capacity still
needs to be booked (Reserve Flag Capacity) A pre-defined production process is used.
(Open) Inter Warehouse Transfers, where the sending quantity has already been booked out of
the sending locations inventory, but the capacity (e.g. truck unloading in the receiving depot)
still needs to be booked. A pre-defined supply chain process is used.
(Open) Purchase Orders, where the purchase order is scheduled for transportation, but the
transfer activity has not yet started. A pre-defined supplier process is used.
3.2.6.2.4 Reserve Flag: None
An order with the Reserve Flag None is a receipt from a pre-defined alternative process. It can be
used for modeling Work Orders, Purchase Orders or Inter Warehouse Transfers that are already
booked from inventory on supplier side and have already consumed capacities on the receiving side.

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CCD<TODAY<=WCD: The production/receipt of the order is completed and both materials and
capacities are booked (NONE). Planning will ignore any constraint on capacities or materials and
assume the material to become available as given, but not earlier than today.
If the receiving date does not match a working day (the corresponding planning bucket has no active
periods), the arrival will be postponed to the next bucket with active periods.
(Open) Work Orders, where the production of the order is completed and both, materials and
capacities are booked. A pre-defined production process is used.
(Open) Inter Warehouse Transfers, where the receipt of the order is completed and both,
materials and capacities are booked. A pre-defined supply chain process is used.
(Open) Purchase Orders, where the receipt of the order is completed and both, materials and
capacities are booked. A pre-defined supplier process is used.
3.2.6.3 Firm Supply
Firm Supply screen is available under Transactional Data -> Supply.
The Firm Supply screen provides access to the intermediate result of pre-processing the original
supply input tables (PO, WO, IWT, FPO). The basic implementation of the pre-processing step
merges the content of the original supply input tables. The Firm Supply screen shows therefore all
firm supply, process-specific and non-process-specific.
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Figure 73: Firm Supply screen
All firm supply will show in the column Supply Origin, the according source table: PO, IWT, WO, FPO.
The Reserve Flag for the process-specific firm supply will show either Both, Material, Capacity,
or None, depending on the location of the material at the certain point of time. The material could be
still in the sending depot (Both), already loaded onto the truck and being shipped (Capacity), in the
receiving depot (None).
The Firm Supply screen displays firm supply without a defined process, which originates from the
Firm Planned Order screen. The Reserve Flag and Process will remain empty for the firm supply
based on the firm planned orders.
Once the Reserve Flag of a particular firm supply has reached the status None, the material is
placed into stock at the given Scheduled Date. This causes the inventory balances to increase by the
received quantity.

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Order Item No If specified, data is filtered by Order Item No or a list of Order Item Nos
Table 165: Firm Supply selection criteria
Order Item
Number
Order Item Number of a Purchase Order (PO), Transfer (IWT), Work Order
(WO) or Firm Planned Order (FPO)
Depot Depot where supply is located
Process Process that delivers the firm supply. A valid process setup is the prerequisite
for process specific firm supply.
Scheduled Date Planned Arrival Date of a firm supply provided that the necessary inputs are
sufficient and on-time (component availability, capacity availability)
Scheduled Qty Planned qty of a firm supply provided that the necessary inputs are sufficient
and on-time (component availability, capacity availability)
Reserve Flag Defines what resources must be reserved by planning: BOTH, MATERIAL,
CAPACITY, NONE
Supply Origin Identifies the source table where the planned order element is stored (PO, IWT,
WO, FPO)
Supply No Identifier of the supply element on the source table.
Table 166: Firm Supply report results
3.3 External Commits
When it comes to supply chain collaboration, where the supplier and customer establish close
communication and the supplier provides an agreed inventory level based on the customers present
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demands, it needs some sort of electronic data interchange (EDI) and a Collaboration tool (e.g. Vendor
Managed Inventory applications) where the supplier can manage buyers inventory automatically.
The Supplier Collaboration can also focus on capacities where the coordination of capacity availability is
the basic premise of the relationship between OEM and contract manufacturer.
The customers requests, (min and max targets, available capacity) on one side and the suppliers
commits on the other side are the core supply chain collaboration data elements of the Collaboration
tool.
Figure 74: Supply Chain Collaboration
The figure above illustrates a typical supply chain relationship between suppliers, OEM and
Distributors. In following chapters, we will focus on the collaboration between suppliers and OEM and
the exchange of the request and commit data between supplier and OEM (buyer). In detail, a typical
Collaboration process - with regards to SCP - will be explained:
1. OEM creates an unconstraint plan and communicates request to the suppliers (Save Material
Commit/Save Capacity Commit)
2. Supplier checks capabilities locally and responds with a commit (this step is performed outside
of SCP (with help of a Collaboration Tool) and will not be covered in this documentation).
3. OEM collects commits from suppliers/CMs and stores them as future committed supplies and
capacity tables to create a constraint plan (Load Material Commit/Load Capacity Commit)
Thus, a commit type could be a Request or a Commit or Available or Consumed etc. Following
table shows the commit types defined in the Commit Type table:

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Figure 75: Commit Type screen
3.3.1 Save Material Commit
3.3.1.1 Overview
OEM (the buyer) will communicate the material request to the supplier. In order to do so, the buyer
will save the supply proposal to the Material Commit table
Figure 76: Save Material Commit process
Save Material Commit is a planning process that allows saving the available supply proposal (IWT
Proposal, PO Proposal and WO Proposal) as material commit with the selected commit type.
3.3.1.2 Input
The input data for the Save Material Commit process are the SCP supply proposals:
IWT Proposal
PO Proposal
WO Proposal
By taking a look at the proposals created by the system, a buyer can decide to request the needed
material from the corresponding supplier.

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Example: By taking a look into the PO Proposal table, a planner can decide to request the needed
quantities (Effective Qty) for Cable_X for the specific date (Effective Date) from the Supplier_A.
The planer would load the corresponding records over the Save Material Commit dialog box to the
Material Commit table in order to publish them to the Collaboration tool.
3.3.1.3 Logic
For the input parameters from the Save Material Commit dialog box, one can select any kind of
combination of Depot-Part-Controller-PL-Supplier. If no filter is selected, all data from the SCP supplies
proposal table(s) is considered to be loaded to the Material Commit table.
Figure 77: Save Material Commit dialog box
The screen offers various selection criteria for depot, part and their related attributes. It also offers to
create material commit using only the selected input elements (IWT Proposal, PO Proposal and WO
Proposal).
Following table explains the fields from the dialog box:
Data Field Description
Depot/Family/List If specified, data is preselected by Depot, Depot Family or Depot List
Part/Family/List If specified, data is preselected by Part/Part family/Part List filter.
Controller If specified, data is preselected by Controller
Product Line If specified, data is preselected by Product Line

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Supplier If specified, data is preselected by Supplier name
IWT/PO/WO Proposal Proposal type needs to be specified. Either IWT proposal data, or PO
proposal data or WO proposal data (or a combination of both/all) will be
loaded to the MATERIAL_COMMIT table.
Commit type A commit type needs to be selected, e.g. Request
Override The Override mode determines, what should happen with the previous
supply:
ALL: whole table will be deleted
DEPOT: all supply with the selected depot filter will be deleted
PART_DEPOT: all supply with the selected part-depot combination will be
deleted
PRIMARY_KEY: all supply with the selected IWT/PO/WO filter combination
will be deleted
MERGE: no supply will be deleted nor the existing supply will be changed
Table 167: Save Material Commit description
3.3.1.4 Output
The output of the process is the updated Material Commit table with supplies data, ready to be
published to the Collaboration tool. Material Commit report (which is based on the MATERIAL
COMMIT table) will be explained below:
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Figure 78: Material Commit screen
Material Commit is a time dependent report containing the supply chain collaboration relevant data.
The report is based on the ICON-SCP table Material Commit, which is on one hand fed by the data
from the Collaboration tool and on the other hand by the data from ICON-SCP. The table Material
Commit is a load table in ICON-SCP. ICON-SCP planning is not operating with Material Commit but with
supplies tables IWT, PO, WO.
The report Material Commit displays available commits based on the commit type. A commit type
could be Requested, Committed, etc.
Assuming a situation where one supplier is responsible for a particular part in a specific depot,
customer will send a demand request (Effective Qty) to this supplier to deliver the part on a specific
date (Effective Date). This record will have Requested as Commit Type.
Supplier will update the system with the commit information (Effective Qty) for the particular part-
depot and the requested customer date (Effective Date). This record will have Committed as
Commit Type.
Depot/Family/List If specified, data is filtered by Depot, Depot Family or Depot List
Part/Family/List If specified, data is filtered by Part, Part Family or Part List

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Commit Type If specified, data is filtered by Commit Type. Commit types are defined by the
customer and can contain values such as Request, Commit etc.
Table 168: Material Commit - selection criteria
Depot Depot where customer expects the shipments from supplier
Part Part name of the material, which the supplier is responsible for
Supplier Supplier name
Effective Date Date when the customer is requesting the demand to be fulfilled. Date when
the supplier is committing the delivery fulfillment.
Effective Qty Quantity the customer is requesting. Quantity the supplier is committing.
Commit Type Commit types are defined by the customer and can contain values such as
Request, Commit etc.
Table 169: Material Commit - report results
3.3.2 Load Material Commit
3.3.2.1 Overview
After publishing the supplies proposals to the Collaboration tool, supplier checks capabilities locally and
loads the commits to the Material Commit (this step is performed outside of SCP and will not be
covered in this documentation). Afterwards the OEM (the buyer) will load the commits to the
corresponding supplies tables.
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Figure 79: Load Material Commit process
3.3.2.2 Input
The input data for the Load Material Commit process is the collaboration data from the Material
Commit table.
As ICON-SCP is not operating with the Material Commit table but with the supplies tables (IWT, PO,
WO) the collaboration data from the Material Commit needs to be loaded to the supplies tables in order
for ICON-SCP to consider these data for the planning.
Let us take a look at the following example:
A buyer sends a material demand request on part CABLE_X to Supplier_A, and the supplier
responds with commits for each requested date. The commits will be loaded to the Material Commit
table.
Load Material Commit is a SCP planning process that converts the available material commit from the
Material Commit table with the selected commit type into one of the supply tables (IWT, PO, WO).
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Figure 80: Material Commit screen
The committed quantity is the Effective Qty and the committed date is the Effective Date. The input
data will be loaded from the Material Commit table over the Load Material Commit dialog box to the
supplies tables.
3.3.2.3 Logic
For the input parameters from the Load Material Commit dialog box, one can select any kind of
combination of Depot-Part-Controller-PL-Supplier-Commit Type. If no filter is selected, all data from
the Material Commit table is considered to be loaded to the ICON-SCP supplies table(s).

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Figure 81: Load Material Commit dialog box
The screen offers various selection criteria for depot, part and their related attributes. It also offers to
create material commit using only the selected input elements (IWT, PO and WO).
Depot/Family/List If specified, data is preselected by Depot Name, Depot Family or Depot
List
Controller If specified, data is preselected by Controller name
Supplier If specified, data is preselected by Supplier name
Commit type Commit types are defined by the customer and can contain values such
as Request, Commit etc. A commit type needs to be selected e.g.
Commit
Order Status e.g. FIRM, REQUISITION, FCC COMMIT
supply:

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DEPOT: all supply with the selected depot filter will be deleted
deleted
PRIMARY_KEY: all supply with the selected IWT/PO/WO filter combination
will be deleted
MERGE: no supply will be deleted nor the existing supply will be changed
Table 170: Load Material Commit description
3.3.2.4 Output
The output of the process is the updated supply tables (IWT, PO, WO) with the material commit data.
Let us take a look at an example. The input data in the Load Material Commit dialog box is as
shown:
Depot: VH1
Part: CABLE_X
Commit Type: Committed
Output: IWT
Considering these settings following results are loaded to the IWT table:
Depot Part Qty Send Depot Arrival Date Order Type
VH1 CABLE_X 54 SUPPLIER_A 06/02/2010 Committed
CABLE_X 43 SUPPLIER_A 06/03/2010 Committed
CABLE_X 73 SUPPLIER_A 06/04/2010 Committed
Table 171: Load Material Commit into IWT
The Inter Warehouse Transfer report contains three new records committed material
quantity(CABLE_X) for each of the committed dates (Arrival Date). The material is to be delivered
to the depot VH1 by Supplier_A.
3.3.3 Save Capacity Commit
3.3.3.1 Overview
OEM (the buyer) will communicate the available capacity to the CM. In order to do so, the buyer will
save the available capacity to the Capacity Commit table.
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Figure 82: Save Capacity Commit process
Save Capacity Commit is a planning process that saves either the available capacity quantity or the
consumed capacity quantity as capacity commit with the selected commit type. The process first
deletes the available capacity commits for the selected commit type for the selected input parameters
and then recreates the new ones using the selected input parameters.
3.3.3.2 Input
The input data for the Save Capacity Commit process is the ICON-SCP Capacity Utilization data:
Available Capacity,
Consumed Capacity.
Capacity Utilization report provides a clear picture on what is available and what is expected to be
used. Let us take a look at the following example in the Capacity Utilization report:
Figure 83: Save Capacity Commit - Capacity Utilization

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A planner can decide to either use available or used qty. In the few weeks of May, the Used Qty is
equal zero even though there is capacity available. The planner will load the Avl Qty as requested
capacity over the Save Capacity Commit dialog box to the Capacity Commit table in order to
publish it to the Collaboration System.
3.3.3.3 Logic
To load the data to the Capacity Commit table, the user will open Save Capacity Commit dialog box.
Figure 84: Save Capacity Commit dialog box
For the input parameters from the Save Capacity Commit dialog box, one can select any kind of
Depot-Capacity combination. If no filter is selected, all data from the ICON-SCP Capacity Utilization
is considered to be loaded to the Capacity Commit.
In our example where the planner is requesting a higher capacity usage for the month of May, the
settings in the Save Capacity Commit dialog box will be as shown below:
Depot: CM1
Capacity: SUB_ASSEMBLY
User Available Capacity
Commit Type: Requested
The results will be shown in the next chapter.
Data field Description
List.

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Capacity/Family/List If specified, data is preselected by Capacity/Capacity Family/ Capacity
List filter
Use Available Capacity For the new capacity request, the available capacity will be used
Use Consumed Capacity For the new capacity request, the consumed capacity will be used
Commit Type A commit type needs to be selected, e.g. Request
Table 172: Save Capacity Commit description
3.3.3.4 Output
The output of the process is the updated Capacity Commit table with capacity data, ready to be
published to the Collaboration tool. Capacity Commit report will be explained below:
Figure 85: Capacity Commit screen
Capacity Commit is a time dependent report containing the supply chain collaboration relevant data.
The report is based on the ICON-SCP table Capacity Commit, which is on one hand fed by the data
from the Collaboration system and on the other hand by the data from ICON-SCP.
The report Capacity Commit displays available commits based on the commit type. A commit type
could be Requested, Committed, etc.

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Assuming a situation where customer publishes available capacity (Effective Qty) from a CM for a
specific date (Effective Date), this record will have Request as Commit Type. The available
capacity of a machine or human resources etc., for one specific time period (e.g. per day) is the
maximum current capacity that this machine or a human resource can accomplish.
Supplier will update the system with the consumed capacity information (Effective Qty) for the
particular part-depot and the requested customer date (Effective Date). This record will have
Requested or Committed as Commit Type.
In our example from the previous chapter, the Avl Qty from the Capacity Utilization Report is stored
in the Capacity Commit report as Effective Qty with Requested as Commit Type. The data is
ready to be published to the Collaboration application.
Capacity/Family/List If specified, data is filtered by Capacity, Capacity Family or Capacity List
Commit Type If specified, data is filtered by Commit Type. Commit types are defined by
the customer and can contain values such as Request, Commit etc.
Table 173: Capacity Commit - selection criteria
Depot Depot where customer expects the shipments from supplier
Capacity Part name of the material, which the supplier is responsible for
Effective Date Date when the customer is requesting the demand to be fulfilled. Date when
the supplier is committing the delivery fulfillment.
Effective Qty Quantity the customer is requesting. Quantity the supplier is committing.
Commit Type Commit types are defined by the customer and can contain values such as
Request, Commit etc.
Table 174: Capacity Commit - report results
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3.3.4 Load Capacity Commit
3.3.4.1 Overview
After publishing the capacity availability to the Collaboration tool, supplier checks capabilities locally
and loads the commits to the Capacity Commit report (this step is performed outside of ICON-SCP
and will not be covered in this documentation). When the suppliers capacity commit data is loaded to
the Capacity Commit, the OEM (the buyer) will load the commits to the corresponding capacity tables
(Capacity Profile, Capacity Adjustment).
Figure 86: Load Capacity Commit process
Load Capacity Commit is a planning process that loads the available capacity commit with selected
commit type as capacity profile. The available capacity adjustments can also be deleted based on the
selection of Delete Adjustments.
Note: Discrete capacity adjustments in Capacity Adjustment report take precedence
over the time-dependent Capacity Profile which in turn takes precedence over the
default capacity definition in Capacity Workbench.
3.3.4.2 Input
The input data for the Load Capacity Commit process is the Capacity Commit data.
As SCP is not operating with the Capacity Commit table but with the SCP capacity tables (Capacity
Profile, Capacity Adjustment) the collaboration data from the Capacity Commit needs to be loaded to
the capacity tables in order ICON-SCP considers these for the planning.
Let us take a look at the following example:

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A buyer sends a capacity availability request on capacity SUB_ASSEMBLY for Depot CM1, and the
supplier answers with commits for each requested date. The commits will be loaded to the Capacity
Commit table.
Figure 87: Capacity Commit
The committed quantity is the Effective Qty and the committed date is the Effective Date. The input
data will be loaded from the Capacity Commit table over the Load Capacity Commit dialog box to the
ICON-SCP capacity tables.
3.3.4.3 Logic
For the input parameters from the Load Capacity Commit dialog box, one can select any kind of
combination regarding Depot-Capacity-Commit Type. If no filter is selected, all data from the Capacity
Commit table is considered to be loaded to the ICON-SCP capacity table(s).

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Figure 88: Load Capacity Commit dialog box
In our example from the previous chapter the data loaded from the Capacity Commit report with the
setting from the figure above will be loaded to the Capacity Profile as committed capacity. Also with
checking the checkbox Delete Adjustments we want to make sure that any adjustments made before
on this Capacity and Depot will be deleted.
List.
Capacity/Family/List If specified, data is preselected by Capacity/Capacity Family/ Capacity List
filter.
Commit Type If specified, data is preselected by Commit type
Delete Adjustments If checked, capacity adjustments will be deleted
Table 175: Load Capacity Commit dialog box - description
3.3.4.4 Output
The output of the process are the updated capacity tables Capacity Profile and Capacity Adjustment
with capacity commit data.
Let us take a look at the example considering the input data as shown in the Input chapter and the
selection criteria in the Load Capacity Commit dialog box. Considering these data and settings
following results are loaded to the Capacity Profile report:

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Figure 89: Capacity Profile
The committed data has been loaded to the Capacity Profile for CM1/SUB_ASSEMBLY as a new
available capacity.

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4 Demand Pre-Processing
Usually, the result of Demand Planning and Forecasting activities is a forecast signal, which is given in
monthly buckets, reflecting the forecasted shipments for a number of future months. Netting against
customer orders is a necessary process step in order to avoid doubled demands. The ICON-SCP
Demand Pre-Processing module allows for translating a highly aggregated demand signal into
Shipment Forecast, which drives the ICON-SCP planning besides Customer Orders, Additional Demands
etc.
Following chapters examine the ICON-SCP Demand Pre-Processing module. Initially the forecast
screens involved in the Demand Pre-Processing module are described. Next, a detail examination of
each consecutive step within the module is provided:
FC Type Shows different types of forecast (e.g. gross, net).
Forecast Explain the Forecast screen and explains different aggregation level of
forecast loaded to ICON-SCP.
Bucket to Date Describes the Bucket to Date screen and explains why/how to use it.
FC Netting Overview Describes the FC Netting Overview screen and explains why/how to use it.
Demand Pre-
Processing Steps
This chapter explains the Demand processing steps: Forecast Netting,
Forecast Classification, Forecast Slicing, Creation of Shippable Forecast
Primary Demand Describes the Primary Demand and explains how to use it.
4.1 FC Type
The FC Type screen is available under Demand Pre-Processing.
The FC Type definition screen allows users to define Forecast types. ICON-SCP allows to differentiate
between several types of forecast thereby enabling the user to manage forecast stemming from
various sources or having been generated by different methods. The following figure shows the
definition table for forecast types and an example table with forecasts of several types.
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Figure 90: FC Type screen
FC Type Defined FC Type number
FC Description FC name e.g. Gross Forecast
Table 176: FC Type report results
4.2 Forecast
The Forecast screen is available under Demand Pre-Processing.
It provides detail information about the forecast loaded into ICON-SCP. Forecast in ICON-SCP is given
on an aggregation defined by depot, part and customer. The information about the FC Type and the
Priority (obtained from the FC Classification process) is available as well.
Figure 91: Forecast screen

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In the Forecast screen, retrieve data with the following selection criteria:
Customer/List If specified, data is filtered by Customer or Customer List
FC Type If specified, data is filtered by Forecast type
Table 177: Forecast selection criteria
Depot Identifies the Depot of the forecasted demand
Part Identifies the Part the forecast refers to
Customer The Customer associated with the forecast
Effective Date The effective date of the forecast
Effective Qty The effective quantity of the forecast
FC Type Forecast type defined in the FC Type screen and assigned to each forecast
Priority Forecast priority as obtained from the Forecast Classification process
Table 178: Forecast report results
4.3 Bucket to Date
The Bucket to Date screen is available under Demand Pre-Processing.
Bucket to Date defines the quantity that has already been shipped to the customer in the planning
bucket (Daily, Weekly or Monthly). Gross Forecast consists of Net Forecast, Customer Orders and
Bucket to Date.

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Bucket to Date screen stores BtD quantities per Depot/Part/Customer. For each Depot/Part/Customer
combination, only rows with the latest Effective Date are considered for planning. In the below
example, only quantity of 100 for CUSTOMER-A and another quantity of 100 for CUSTOMER-B are
considered for planning.
Figure 92: Bucket to Date screen
In the Bucket to Date screen, retrieve data with the following selection criteria:
Customer/List If specified, data is filtered by Customer, or Customer List
Table 179: Bucket to Date screen selection criteria
Depot Depot name
Part Part name
Customer Customer name
Effective Date Effective date of the forecast

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Effective Qty Effective quantity of the forecast
Table 180: Bucket to Date report results
4.3.1 Parameter
The Forecast processing is dependent on the CURRENT_DATE set in the Parameter.
Since Bucket to Date defines COs that have been shipped, effective dates of the Bucket to Date records
are expected to be in the past. However, this assumption is not validated. So be aware that only
Bucket to Date with the greatest date are used for Forecast processing.
Forecast Netting will consider the BtD quantities as COs in addition to the configured CO input data.
Forecast Classification doesnt need to consider the BtD quantities as they are considered in the
allocation step.
Forecast Allocation will consider the BtD quantities as COs in addition to the COs and assign them to
the highest priority class.
4.4 FC Netting Overview
FC Netting Overview screen is available under Demand Pre-Processing.
Forecast in ICON-SCP is given on an aggregation defined by depot, part and customer. Forecast
Netting is a process that takes place on the aggregated quantity level rather than on the order level.
Forecast netting is the task of automatically identifying the amount of forecast consumed and of
handling situations where customer orders for a given period exceed the forecasted quantity. In the FC
Netting Overview Report netted forecast with all its detail information is displayed. This report is
suitable for reference while working through the Demand Pre-Processing steps.

Figure 93: Parameter CURRENT_DATE
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Note: Selection of the filter FC Type is required in order to display data in this report.
Figure 94: FC Netting Overview screen
In the Forecast Netting Overview screen, retrieve data with the following selection criteria:
Customer/List If specified, data is filtered by Customer, or Channel List
FC Type This specifies the time series used to display Gross Forecast throughout the
report.
Deviation If specified, data is filtered by the relation between Forecast and Customer
Orders
Table 181: FC Netting Overview screen selection criteria
Press the Retrieve button to trigger result retrieval based on the selection criteria and filters
The following list gives a brief description of the data fields of the aggregated view:

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Depot Depot from which the product is delivered
Part Part Number of the product
Customer Name or identifier of the channel
Gross FC Gross Forecast, taken from the series defined through the dropdown box
CO Customer Order, taken from the Customer Orders table
BTD Bucket to date
Net FC Net Forecast, taken from the Shippable Forecast table
FC Percentage Forecast percentage: This indicates how much of the Forecast has been
matched by Customer Orders. It equals 100% if Customer Orders (incl.
Bucket to Date) are equal to Gross Forecast)
Table 182: FC Netting Overview report results
The following list gives a brief description of the data fields of the detail view:
Effective Date Effective date of the forecast
Gross FC Gross Forecast
CO Customer Order
Net FC Net Forecast
Table 183: FC Netting Details report results
4.5 Demand Pre-Processing Steps
In order to receive a complete demand picture, forecast has to be processed and aligned with
customer orders before the actual Supply Demand Matching run is triggered. Demand Pre-Processing is
performed in a workflow of consecutive steps that are illustrated below and described in the following
sections:
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Figure 95: Demand Processing
The ICON-SCP Demand Pre-Processing module allows for translating a highly aggregated demand
signal into Shipment Forecast, which drives the ICON-SCP planning besides Customer Orders,
Additional Demands etc. ICON-SCP allows to differentiate between several types of forecast thereby
enabling the user to manage forecast stemming from various sources or having been generated by
different methods. The following figure shows an example table with forecasts of several types.

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Figure 96: Example Forecast
4.5.1 Forecast Netting
4.5.1.1 Overview
Forecast in ICON-SCP is given on an aggregation defined by depot, part and channel as shown in
chapter 4.2 . At the same aggregation level, customer orders are entered into the system. The
underlying assumption is, that customer orders consume forecast as forecasts are forward looking
projections of expected demand and customer orders are realized demand. Forecast netting is the task
of automatically identifying the amount of forecast consumed and of handling situations where
customer orders for a given period exceed the forecasted quantity. It is important to understand that
Forecast Netting is a process that does not discriminate between individual customer orders but rather
looks at the aggregated quantities of all customer orders (resp. the selected time series of open orders
as described later) per period. In short, Forecast Netting is a process that takes place on the
aggregated quantity level rather than on the order level.
4.5.1.2 Input
The input data for the process Forecast Netting is the gross forecast aggregated by depot, part and
channel as well as open orders. This is typically either the customer orders series or another time
series that e.g. holds a snapshot of customer orders. The forecast time series and the open order
series do not need to have the same timely aggregation. The dialogs used throughout the Demand Pre-
Processing allow to select the aggregation level of the forecast series that is used as the basis for
processing. It is quite common that forecasts are provided on an aggregation level that is coarse
compared to the planning grid, e.g. on a monthly level while planning is done on a weekly grid. In all
the forecasting dialogs Forecast Netting, Forecast Classification, Forecast Allocation a dropdown box

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Forecast Grid allows the specification of the timely aggregation level of forecast data that is used for
these process steps.
The procedure for forecast netting is defined by making the appropriate selection in the Forecast
Netting dialog box shown in figure below. In the upper part of the dialog, the Input sources for
forecast and customer orders are chosen. In the middle section Parameter control settings on the
netting procedure can be given. The lower section the Output - defines where the results shall be
stored.
Figure 97: Forecast Netting dialog box
List
Controller If specified, data is preselected by Controller ID

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Customer/List If specified, data is preselected by Customer or Customer List
Gross FC Gross forecast time series will be selected from the pull down menu
Open Orders / CO Open Orders or Customer Orders will be selected
User Channel Hierarchy Distribution of net forecast quantities across channels
Disaggregate Proportional disaggregation of net forecast
Forecast Grid Indicates the timely aggregation level applied to align forecasts and open
orders. This typically is the timely grid at which forecasts are given. If
None is chosen, the Planning Grid is taken.
CO Carry Over Defines how forecast quantities are matched to already available open
order quantities
Net FC The output of Forecast Netting process is the Net FC
SFC The output of Forecast Netting process is the SFC
forecast
PART/DEPOT: all supply with the selected part-depot combination will be
deleted
Table 184: Forecast Netting dialog box - description
4.5.1.3 Logic
Running Forecast Netting with appropriately chosen options takes both the forecast and the customer
orders time series.
As customer orders are being received they need to be deducted from the forecast to avoid double-
counting it. The Forecast Netting process will for each order search for a matching forecast and reduce
the remaining net quantity of the forecast. For example, assume the Forecast for Customer A in
January is 100 units, and we have already received orders of 20 from the customer. Without the
netting algorithm the demand in January will be 120 units, which is (very likely) not correct. The
Forecast Netting process will deduct the orders of 20 from the Forecast. The total demand that is
planned in January will then be equal to 100: 80 remaining forecast + 20 orders.
The following example shows the input time series for gross Forecast and Customer Orders:
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Input Forecast Customer Orders
Week1 25
Week2 25 20
Week3 25
Week4 25
Table 185: Input time series
The resulting net Forecast time series will look like in the table below:
Results Demand
Week1 FC 25
Week2 FC 5 + CO 20
Week3 FC 25
Week4 FC 25
Table 186: Resulting time series after netting
The CO Carry Over strategy defines how forecast quantities are matched to already available
customer order quantities (this refers to the selection made for the Open Orders source). The strategy
is applied to situations where the quantity of the customer orders time series exceeds the quantity of
the gross forecast time series for the same period. In these cases, the excess of customer order
quantities is distributed to other periods to consume forecast there if possible. The CO Carry Over
strategy defines how this is done. There are four strategies available: Backward, Backward
Forward, Forward and None. The idea of the Backward and the Backward Forward strategy is to
move excess customer order quantities (excess here is in relation to gross forecast) to earlier periods,
i.e. starting from the period where excess has been observed and moving to the first forecast period,
forecast is filled up by customer order quantities. If the first period is reached and there are excess
customer order quantities left to distribute, distribution is aborted in case of the Backward strategy
and resumed according to the Forward strategy in case the Backward Forward strategy was
selected. The Forward strategy starts distribution from the period where excess has been observed
and moves towards the last forecast period. Forecast in each period is filled up as long excess
customer order quantities exist and is eventually aborted at the last period. As the name indicates, the
None strategy does not perform any kind of excess quantity distribution.
If supply chain planning makes use of channels, Forecast Netting can observe these and distribute net
forecast quantities across channels. The channels to include are selected in the upper part of the
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Forecast Netting dialog and the behavior is controlled by either or not checking the Use channel
hierarchy box. The Forecast Netting process uses the channel-mapping to identify the channel for
each depot-part-customer. The logic is as follows:
hierarchy.
If the check box Use channel hierarchy is checked, Forecast Netting is not using channels one by
one, but observes the Channel hierarchy defined in the Channel Workbench screen for net forecast
distribution.
If the Channel hierarchy is used for netting, the results of the netting process have to be disaggregated
eventually. Three strategies for disaggregation of net forecast quantities can be chosen from the
dropdown box Disaggregate: By CO, By FC and Linear. Choosing the first option, net forecast
quantities are assigned to channels proportionally to the channels fraction of customer order
quantities. The second option distributes proportionally to the channels gross forecast. The last option,
Linear, distributes the net forecast quantity evenly across the channels.
In each case, the reference value for computing the fractions is the sum of the respective quantities
(i.e. customer order quantities or gross forecast quantities) over all selected channels of the same
hierarchy level.
To illustrate, consider following table showing a Channel hierarchy.
SALES ONLINE
RETAIL
Table 187: Channel Hierarchy Example
The following screen shows a Forecast Netting run with gross forecasts, customer order quantities and
net forecasts as obtained from all disaggregation strategies (by selecting None as the Carry Over
Strategy). In this example, forecasts have been netted using the above channel hierarchy for a single
part-depot-customer. Customer orders and forecasts are only given for child channels ONLINE and
RETAIL. Looking at day 2010-03-01, the aggregated gross forecast is 107 units and aggregated CO
snapshot is 50. The difference of 57 units is then distributed according to the selected strategy.
Observe that channel ONLINE always gets more net forecast than the RETAIL channel but that the
relation changes with the chosen strategy and underlying reference value.
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Figure 98: Comparison of disaggregation strategies
4.5.1.4 Output
In the Output-section of the Forecast Netting dialog, the user selects the name of the times series
from the available forecast types in the FORECAST table that is to hold the result of the netting
process. If SFC is chosen, the results are written to the SHIPPABLE FORECAST table and are then
available for the process steps that directly access it.
With the Override dropdown box, the user can select if resp. how the results of the netting process
should be merged with the chosen destination time series.
4.5.1.5 Modeling
4.5.1.5.1 FC Netting Based on Planning Grid
The following simple use case will show how the Forecast Netting calculation is performed. For this
purpose let us consider the following example data of a Gross Forecast:
Depot Part Customer Effective Date Effective Qty FC Type Priority
DC1 SYSTEM_1 CUSTOMER-A 05/21/2010 800 Gross Forecast Unclassified
Table 188: Gross Forecast Example Data
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Consider, on the other hand, the following table with customer orders for the same depot/part
combination.
Depot Part Customer Qty Order No Partial No Req Date Ack DAte
DC1 SYSTEM_1 CUSTOMER-A 300 10010 0 05/21/2010
Table 189: Customer Order Example Data
Obviously, according to the planned Gross Forecast and the actual Customer Orders for the week of
5/21, there is a delta of 200 units of SYSTEM_1. This means, we have forecasted more units than we
have actually used up for the concerning week. In the second week, a delta of 300 units of SYSTEM_1
will be reported as a Net Forecast. Ultimately, for the last week, no Customer Orders were received,
therefore the Gross FC equals the Net FC.
The following table shows the important settings in the Net Forecasts workbench (the remaining
setup is according to the default) :
Net Forecasts Settings
Depot DC1
Part SYSTEM_1
Customer CUSTOMER-A
Use channel hierarchy Unchecked
Forecast Grid None
CO Carry Over Forward
Table 190: Net Forecast dialog box
With the definition of Forecast Grid = None, we are letting the system know that the gross Forecast
is provided on the same level as the defined Planning Grid. The Gross FC is provided on a weekly
level, and our Planning Grid is defined to perform weekly planning.
When performing FC Netting process with this setup in the FC Netting dialog box, we will have exactly
the above described results in the Shippable Forecast table:
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Depot Part Customer Qty Req Date Priority
DC1 SYSTEM_1 CUSTOMER-A 200 05/17/2010
Total: 1500
Table 191: Shippable Forecast: resulting forecast after netting
In this simple example the selection of the Forecast Grid and Use channel hierarchy can have
different impacts on the FC Netting results. The CO Carry Over setting matters only in case Customer
Orders exceed the Gross FC for the same period. This is in our example not the case, therefore a
different setting than Forward wouldnt have changed the results.
4.5.1.5.2 FC Netting Using Channel Hierarchy
In ICON-SCP, the objective of channel modeling is to build hierarchies for forecasting processes. Any
forecast process that supports channel-hierarchies uses the channel-mapping to identify the channel
for each depot-part-customer.
In the previous example, the checkbox User Channel Hierarchy in the Net Forecast dialog box was
disabled, therefore each combination depot-part-customer combination (in our case DC1-SYSTEM_1-
CUSTOMER-A) was considered separately in the Forecast Netting process.
In the following, we will use the same Gross Forecast and Customer Order data set as in the previous
chapter.
The following shows again the example data of a Gross Forecast:
Depot Part Customer Effective Date Effective Qty FC Type Priority
Table 192: Gross Forecast Example Data
The following table shows again the example data set of Customer Orders:
Depot Part Customer Qty Order No Partial No Req Date Ack DAte
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Table 193: Customer Order Example Data
This time, we will perform the FC Netting process using Channel Hierarchy. Additionally, the linear way
of gross Forecast distribution will be selected.
The following table shows the settings in the Net Forecasts dialog box:
Depot DC1
Part SYSTEM_1
Customer CUSTOMER-A
Use channel hierarchy Checked
Disaggregate Linear
Forecast Grid None
CO Carry Over Forward
Let us first take a look at the supply chain picture (also presented at the very beginning in the chapter
1.4.2) and focus at the Distribution part of the chain:
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Figure 99: Supply Chain
Our OEM distributes the part SYSTEM_1 through a Retail channel from the depot DC1 to the
CUSTOMER-A. It also distributes the same part directly from the depot CM2 to the CUSTOMER-B, etc.
The Channel Mapping screen holds all depot-part-customer combinations as shown in the above
picture:
DC1 SYSTEM_1 CUSTOMER-A SYSTEM_1-RETAIL
DC1 SYSTEM_1 CUSTOMER-B SYSTEM_1-DIRECT
DC1 SYSTEM_2 CUSTOMER-B SYSTEM_2-RETAIL
DC2 SYSTEM_1 CUSTOMER-A SYSTEM_1-RETAIL
DC2 SYSTEM_1 CUSTOMER-B SYSTEM_1-DIRECT
DC2 SYSTEM_2 CUSTOMER-B SYSTEM_2-RETAIL
Table 195: Channel Mapping
Additionally, the following parent-child channel hierarchy is defined in the Channel Workbench:
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DIRECT SYSTEM_1-DIRECT
Table 196: Channel Workbench
Considering now the Channel Workbench definition with the Channel Mapping definition, the
following graphic illustrates how the channels are linked to each other.

Figure 100: Channel Hierarchy
Considering the Customer Order and Forecast time series from the previous chapter and the settings in
the Forecast Netting dialog box, the FC Netting process will use the above channel mapping
definitions to distribute the gross Forecast properly.
The following results are displayed in the Shippable Forecast screen after netting:
Depot Part Customer Qty Req Date
Sub 375
DC1 SYSTEM_2 CUSTOMER-B 50 5/17/2010
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Sub 375
Sub 375
Sub 375
Total 1500
Table 197: Shippable Forecast
Without using the Channel hierarchies in the Forecast Netting process the first time series for the week
of 5/17 showed 200 units of the part SYSTEM_1 as netting result (see previous chapter). Looking now
at the Shippable Forecast results in the table above, the 200 units have been distributed over the
channels as defined in the Channel Mapping screen:
DC1-SYSTEM_1-CUSTOMER-A: 50
DC1-SYSTEM_2-CUSTOMER-B: 50
DC2-SYSTEM_1-CUSTOMER-A: 50
DC2-SYSTEM_2-CUSTOMER-B: 50
The gross Forecast is distributed linearly due to selection Distribution=Linear.
The remaining two depot-part-customer combinations of the channel SYSTEM_1-DIRECT in the
Channel Mapping screen have not been considered for the gross Forecast distribution. These depot-
part-customer combinations are part of the DIRECT channel hierarchy. The Customer Orders and the
Forecast in our example have been loaded for the DC1-SYSTEM_1-CUSTOMER-A depot-part-customer
combination, which belongs to the RETAIL channel hierarchy.
The net Forecast of 200 units for the week of 5/17 is fairly shared across the RETAIL channel to all
depot-part-customer combinations which are pointing to the RETAIL channel.
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4.5.1.5.3 Linear Distribution of Netted Forecast
It is quite common that Forecasts are provided on an aggregation level that is coarse compared to the
planning grid, e.g. the Forecast is given on a monthly level while planning defined in the Planning
Grid is on a weekly level. In this case, it is suitable to control the Forecast Netting with the Forecast
Grid. After the netting on the level defined in the Forecast Grid, the remaining net Forecast quantity
is distributed according to the Planning Grid (over the planning buckets within the Forecast Grid
bucket). The distribution is always linear.
The following example demonstrates how to model a linear distribution of the netted Forecast in a case
where Forecast is given on monthly level and planning is defined on weekly level.
Note: The system has no influence on the distribution of the netted amount.
In the example below, there is a gross Forecast of 1000 units for the part SYSTEM_1 for the month of
June. The month June starts in May (Effective Date 05/31/2010) due to Calendar definition. This
Forecast is given on monthly level.
Depot Part Customer Effective
Date
Effective Qty FC Type Priority
DC1 SYSTEM_1 CUSTOMER-A 05/31/2010 1000 Gross Forecast CLASS-2
Table 198: Forecast screen
At the same time, Customer Orders are booked in the system with a total quantity of 700 units of the
part SYSTEM_1 for the month of June.
Depot Part Customer Qty Req Date NP Code Plan Flag
DC1 SYSTEM_1 CUSTOMER-A 100 06/11/2010 NP checked
Table 199: Customer Order screen
The Planning Grid is defined to perform weekly planning for a planning horizon of 26 weeks.
The following table shows the important settings in the Net Forecasts workbench (the remaining
setup is according to the default):
Depot DC1
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Part SYSTEM_1
Customer CUSTOMER-A
Use channel hierarchy Unchecked
Forecast Grid Monthly
CO Carry Over Backward
With the definition of Forecast Grid = Monthly, we are letting the system know that the gross Forecast
is not provided on the same level as the defined Planning Grid. Knowing that, the system will
distribute the net Forecast over the planning buckets (five weeks of June) within the Forecast Grid
bucket (month of June).
After the execution of the Net Forecast process, the result looks like following:
Depot Part Customer Effective Date Effective Qty FC Type
DC1 SYSTEM_1 CUSTOMER-A 05/31/2010 60 Net FC
Table 201: Forecast screen
The net Forecast (1000-700=300) of the month of June is distributed linearly over the weeks of June
and the Forecast Grid has no influence on the allocation of the netted amounts for the month through
the weeks of this month.
With Forecast Grid = None, the system considers Planning Grid settings, which in our example will
be weekly level. Thus, the 1000 units of FC with the Effective Date on 5/31/2010 are effective for the
week of 5/31/2010 and not for the whole month of June. No Customer Orders are expected for that
particular week but for the following weeks. With the definition of CO Carry Over = Backward, the
FC Netting process will net the gross Forecast (1000-700=300) for the week of 5/31/2010. The 300
units of the part SYSTEM_1 will be shown as netted FC for the week of 5/31, the remaining weeks of
June will be zero.
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4.5.2 Forecast Classification
4.5.2.1 Overview
Rolling horizon planning involves interweaved forecasting, planning and fulfillment steps. It is therefore
reasonable to split demand into sets of different priority as fulfillment of committed demand will
typically be considered to be of higher importance than forecast.
Forecast Classification is a process with the objective of preparing the order prioritization process that
follows later in the planning process by decomposing the demand signal generated in the previous step
and composed of customer order quantities and net forecast quantities.
4.5.2.2 Input
The input data for the process Forecast Classification is the shippable forecast after the Forecast
Netting process, customer orders and the previous commit.
Note: Previous commit is the result of the Forecast Commit process where the user
can load the available delivery plan as previous commit time series. During the next
forecast processing cycle, this series is used as input for the classification of the
forecast.
The procedure for Forecast Classification is defined by making the appropriate selection in the
Forecast Classification dialog box shown in figure below. In the upper part of the dialog, the Input
sources for forecast and customer orders are chosen. In the middle section Parameter control settings
on the classification procedure can be given. The lower section the Output - defines where the
results shall be stored.
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Figure 101: Forecast Classification dialog box
List

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Net FC / SFC Net Forecast or Shippable Forecast will be selected
Open Orders / CO Open Orders or Customer Orders will be selected
Use Channel Hierarchy Classification of net forecast quantities across channels
CO Carry Over Defines how forecast quantities are matched to already available
customer order quantities
Classes Defines which demand class types are considered in the FC Classification
process
Unclassified Name of the unclassified demand can be entered here
Classified Defines the output of the classified demand
forecast
deleted
Table 202: Forecast Classification dialog box - description
4.5.2.3 Logic
Forecast Classification decomposes the demand signal into different classes, where these classes
typically are used for demand prioritization.
Decomposition is done with respect to baseline time series that are known to the system as time series
of different forecast types. A typical use case would be the decomposition into three classes given by
Previous Commit, CO Snapshot and Gross Forecast. In this use case previous commits would be
considered to have the highest priority, followed by customer orders and finally gross forecast.
Decomposition is a process of iterative netting and is comparable to filling a successive row of ever
larger buckets: Proceeding by period from the first to the last period of forecast, the demand quantity
that is less than the quantity indicated by the first (topmost) baseline series for the very same period
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is classified according to the class assigned to the first baseline series. The demand quantity exceeding
the level of the first baseline but less than the quantity of the second baseline series is assigned the
class of the second baseline series. This process is continued until either demand is used up or there is
demand left that exceeds the quantity of the last baseline series. In this latter case, the demand is
considered as unclassified and labeled as defined in the dialog.
Forecast Classification can make use of the Channel hierarchy just like the Forecast Netting process.
The Forecast Classification process uses the channel-mapping to identify the channel for each depot-
part-customer. The logic is as follows:
hierarchy.
Analogously to Forecast Netting, Forecast Classification also observes a specified Forecast Grid for its
iterative netting steps.
4.5.2.4 Output
In the Output-section of the Forecast Classification dialog, the user selects the name of the times
series from the available forecast types that is to hold the result of the classification process.
With the Override dropdown box, the user can select if resp. how the results of the classification
process should be merged with the chosen destination time series.
The results of the classification phase are stored within the FORECAST table that eventually holds the
classified demand. The result of the classification is given in the PRIORITY column.
4.5.3 Forecast Allocation
4.5.3.1 Overview
The steps considered so far did not consider individual orders but rather worked on the level of
aggregated quantities. Forecast Allocation now is the process where individual customer orders and
shipment forecast are allocated to the demand classes previously defined.
4.5.3.2 Input
The input data for the process Forecast Allocation is the classified demand as the output of the
Forecast Classification process.
The procedure for Forecast Allocation is defined by making the appropriate selection in the Forecast
Allocation dialog box shown in figure below. In the upper part of the dialog, the Input sources for
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forecast and customer orders are chosen. In the middle section Parameter control settings on the
allocation procedure can be given. The lower section defines the allocation strategy and class change.
Figure 102: Forecast Allocation dialog box
List

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Customer/List If specified, data is preselected by Customer/Customer List
Demand If specified, data is preselected by Demand Type
User Channel Hierarchy Allocation of net forecast quantities across channels
Classes Defines which demand class types are considered in the FC Allocation
process
Strategy Automatic: The sort condition happens automatically.
Sort Condition: Defines the sort condition manually.
Strict: Customer Orders may overtake other Customer Orders in the
sequence if the later one do not match to the remaining class-quantity.
Class change: Over Commit: Controls if a CO consumes the highest or lowest priority if
assigned to two or more classes
Under Commit: Class change is not allowed
Prefer SFC Shippable forecast if available is used to exactly fill-up the class-
quantity if the next CO in sequence exceeds it
Table 203: Forecast Allocation dialog box - description
4.5.3.3 Logic
The process takes a classified demand series as input where the classes to consider are added in the
Classes section of the dialog. It then takes customer orders and shippable forecast and matches it
against the chosen demand series.
Note: Shippable forecast (SFC) is generated during the Forecast Netting step or using
the Create SFC dialog.
The process iterates over the entire forecast horizon and, for each period, iterates over the priority
classes. Due customer orders and shipment forecasts are then classified according to the incumbent
priority class unless their quantity exceeds the bound imposed by the priority class. The sequence in
which customer orders and shipment forecasts are considered can and should be defined by the user
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by choosing an appropriate Sort condition as shown in the following picture. To get meaningful
results the orders required date (ReqDate) should be part of the sort key.
Figure 103: Forecast Allocation dialog with sort order selection
When performing the Forecast Allocation process, it can happen that orders only partially fit into the
remaining quantity of the incumbent demand class and period. In this case, the allocation can try to
find due customer orders that fit in the remaining quantity by passing those customer orders that are
too large. This strategy may lead to sort order violations and is not applied if Strict has been selected
for the sort condition in the Forecast Allocation dialog settings. Furthermore, by setting the options
in the Class Change group box, the user specifies if, to maximally utilize the available quantity of a
demand class, a customer order may be allocated to a higher class (i.e., a more important class) while
consuming from the demand quantities of the following lower classes. This behavior is referred to as
Over Commit, and the opposite where this class change is not allowed -- as Under Commit. The
switch Prefer SFC would be used if the system should try to use-up the available demand quantity of
the incumbent class with shipment forecast rather than trying to do so with customer orders where, if
over-committing, these are moved ahead of their required date. Note that, different to customer

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orders, shipment forecast is split, if its allocation would exceed the demand quantity of the incumbent
priority class and period.
Note: that Over Commit and Prefer SFC are not mutually exclusive as, naturally,
shipment forecast can only be preferred if available.
Forecast Allocation can make use of Channel hierarchy just like the Forecast Netting and Forecast
Classification processes. The Forecast Allocation process uses the channel-mapping to identify the
channel for each depot-part-customer. The logic is as follows:
hierarchy.
Forecast Allocation also observes a specified Forecast Grid.
4.5.3.4 Output
Using the options explained above, it is possible to allocate a mix of customer orders and forecast
quantities to each period and each demand class over the planning horizon. The result of Forecast
Allocation is saved to the SHIPPABLE FORECAST and CUSTOMER ORDERS tables where it is available
for further planning steps. The class assigned to individual records is given within the PRIORITY
columns.
4.5.4 Forecast Slicer
4.5.4.1 Overview
While customer orders come as individual quantities, shippable forecast shows as one more or less big
chunk after the allocation step. As this chunk would be treated as one (forecast) order during
constraint planning or material requirements planning, it might lead to the undesired effect of
depriving customer orders of resources. By slicing shippable forecast into smaller chunks, this effect
can be ameliorated.
4.5.4.2 Input
The input data for the process Forecast Slicing is the shippable forecast as the output of the Forecast
Allocation process.
The procedure for Forecast Slicing is defined by making the appropriate selection in the Slice SFC
dialog box shown in figure below. In the upper part of the dialog, the Input sources are chosen. In the
lower section Parameter control settings on the slicing procedure will be applied.
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Figure 104: Slice SFC dialog box
List
Customer/List If specified, data is preselected by Customer/Customer List
By Quantity Forecast is sliced into smaller parts of the entered quantity
By Number Fixes the number of slices and equally distributes the quantity over the
parts
By Quantity and Number Combination of Number and Quantity

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Append Part No The label of the priority class is extended by an additional partial order
index
Table 204: Slice SFC dialog box - description
4.5.4.3 Logic
As you could see in the Slice SFC dialog box, various parameters exist for slicing. Slicing By quantity
means that a single large forecast chunk is sliced into smaller parts of the entered quantity (except for
the first part that also takes the remaining quantity). Slicing By Number fixes the number of slices the
forecast chunk is sliced into and equally distributes the quantity over the parts. The last option, By
Quantity and Number, is a combination of the first ones.
When checking the Append Partial No, the label of the priority class is extended by an additional
partial order index. This label can then be used for sorting forecast orders when assigning numerical
priorities with the priority manager.
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Figure 105: Shippable forecast before slicing
The above picture shows an example table with shippable forecast quantities before slicing. After
slicing, the forecast quantities are modified and yield the result shown in the picture below.

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Figure 106: Shippable forecast after slicing
4.5.4.4 Output
A single large forecast chunk is sliced into smaller parts and will be stored to SHIPPABLE FORECAST
table.
4.5.5 Create Shippable Forecast
4.5.5.1 Overview
When processing forecasts, various time series of different forecast types are populated with data and
modified in other ways. For process steps that work on shippable forecast, like Forecast Allocation and
Forecast Slicing, it is necessary to create the correct data set. This is done with the process step

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Create SFC selectable from the corresponding menu. Thus Create SFC is a planning function that (re-)
creates the shippable forecast from the available forecast for the selected forecast type (FC Type).
4.5.5.2 Input
The input data for the process Create SFC is the FORECAST table.
The procedure for Create Shippable Forecast is defined by making the appropriate selection in the
Create SFC dialog box shown in figure below. In the upper part of the dialog, the Input sources for
FC Type are chosen. The lower section the Output - defines if and how the results shall be merged
with the already available records in the SHIPPABLE FORECAST table.
Figure 107: Create SFC dialog box
Depot/Family/List If specified, data is preselected by Depot Name, Depot Family or Depot List
FC Type Gross forecast time series will be selected from the pull down menu
forecast

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ALL: the whole table will be deleted
DEPOT: deletes all records for the selected depots and the selected FC type
PART/DEPOT: all forecast with the selected part-depot combination will be
deleted
MERGE: none of the existing records will be deleted, and only new records
will be created
Table 205: Create SFC dialog box - description
4.5.5.3 Logic
Create Shippable Forecast process creates shippable forecast time series for each selected record from
FORECAST table by simply copying the attributes.
4.5.5.4 Output
The result of Create Shippable Forecast is saved to SHIPPABLE FORECAST table where it is available
for further planning steps.
4.6 Primary Demand
The Primary Demand screen provides access to the intermediate result of pre-processing the original
demand input tables (CO, AD, FC, IR).
Note: In former generations of ICON-SCP, the demand on the demand input tables
was always pre-processed prior to planning, and the intermediate result of the pre-
processing steps were not accessible.
Besides providing pure visibility to intermediate process results, limited temporary manipulation
capability is built into the screen:
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Figure 108: Primary Demand screen
Temporary manipulation of Demand Group or item attributes (e.g. depot, part, dates, qty, etc) is
possible. Temporary means, that these changes are reset with the next run of the Create Primary
Demands process.
Temporary additional demand can be added (limited to Demand Origin = AD).
In the Primary Demand screen, retrieve data with the following selection criteria:
Depot/Family/List If preselected, data is filtered by Depot Name, Depot Family or Depot List.
Part/Family/List If preselected, data is filtered by Part Number Part Family or Part List.
Controller If preselected, data is filtered by Controller.
Product Line If preselected, data is filtered by Product Line.
Order Item No / List If preselected, data is filtered by Order Item No or List
Table 206: Primary Demand selection criteria

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Order Item No Order Item Number of a Customer Order (CO), Additional Demand (AD) and
IR or FC demand item identifier
Demand Group No For Customer Orders (CO), the parameter CO_GROUP_MODE defines the
generation rule for order groups. Order Group level attributes are
synchronized for all items within a demand group
Depot Depot where demand is located
Part Part Number
Customer Customer reference number
Due Date Due date of the demand element considered in planning. The due date is
determined by using the Req(uested) date and Ack Date information from
the demand input, e.g. customer orders. Furthermore, it is result of the
Order synchronization step.
Preferred Date The earliest date, when the customer accepts a delivery. In case of a
deviation from due date this date is considered in case pulling demands is
enabled.
be delivered/fulfilled within Pull/Push Window, it is considered expired
Req Qty Requested Qty of Demand Group Item (partial)
Delivery Mode Delivery mode is attribute on Demand Group level that determines if partial
deliveries are allowed.
Num Priority Num Priority is attribute on Demand Group level that determines the
execution priority of a demand element. This is a result of Order
Synchronization and the following Prioritization.
Demand Origin Identifies the source table, where the demand element is stored (CO, AD,
FC, IR).
Demand No ID of the demand item on the source table
Unit Price The price this product is sold for in this specific demand.
Table 207: Primary demand report results
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5 Planning Triggers and Planning Steps
Supply Chain Planning components discussed in the previous chapters together with the Planning
Engine form the information system backbone. They define core activities that guide enterprise
resource allocation, planning, collaboration and execution from procurement to product delivery to
customer.
Planning of manufacturing operations can have many different flavors. The variety reaches from pure
calculation of purchasing requirements all the way up to an advanced planning approach that
calculates both capacity and materials constraint plans.
Following chapters will provide a detail examination of each planning step:
Planning Steps
Overview
This chapter gives an example of ICON-SCP planning steps typically
programmed for our customers.
Create Primary
Demand
This chapter comprises Order Synchronization, Determination of CO Due
Date and mapping of numeric priorities.
Priority Manager Describes the demand prioritization with the Priority Manager using
patterns.
Adjust Primary
Demand
This chapter explains how to adjust the Primary Demand after the Create
Primary Demand step.
Create Firm Supply In this chapter the Create Planned Order process is briefly described
Constraint Based
Planning
Illustrates the concept of constraint Based Planning, covering Delivery
Synchronization, Proposal Generation, Work Order Pull-Ahead, Smart
Allocation, LFD Calculation and In-house Consumption
Material Requirements
Planning
This chapter provides information about the Material Requirements
Planning
Create Pegging Explains the concept of ICON-SCP Pegging: how the supply will be pegged
to demand
Reallocation Shows the concept of reallocation of supply to demand due to higher
prioritized demand.
Calculate Release This chapter comprises Releasability of demands, Releasable vs. Feasible,
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Status Releasable vs. Locked, Releasability of work orders and the Calculation of
Release Status
Shortage Analysis Informs about Shortage Calculation, Dependencies, Types and Analysis
Forecast Commit Briefly explains the FC Commit process
5.1 Planning Steps Overview
The chapter Planning Steps explains all available planning steps in ICON-SCP. This is the most
comprehensive and most detailed set of planning steps available and also the default setup. However,
a particular ICON-SCP instance is usually configured to the actual business requirements and might
provide only a subset of planning steps or bundle some planning steps under a common label.
As the name suggests, planning steps should be followed in a certain order to achieve a correct and
sound planning result. Iterations are possible and common when exploring alternative realizations. A
typical sequence of planning steps that build logically on each other is the following series of steps:
1. Demand Processing (e.g. Forecast Netting, Forecast Classification, Forecast Allocation), as
explained in the previous chapter
2. Creation of Primary Demand
3. Demand Prioritization with help of the defined rules and patterns in Priority Manager
4. Creation of Firm Supply
5. Constraint Based Planning
6. Pegging
Between steps 1 and 2, the user will typically verify the results of Demand Processing before
proceeding. The steps 2 to 6 are often bundled together and given a common name, like e.g.
Planning.
After planning, the user will usually review the results of pegged supply to the requested demand and
he/she might decide to reallocate the higher prioritized demand with help of the Reallocation process
step.
The Release Status calculation and the Shortage calculation are recommended process steps. The
latter will be normally executed when it comes to root cause analysis of the shortage reasons.
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5.2 Create Primary Demand
5.2.1 Overview
Create Primary Demand is a process which ensures data consistency and applies certain rules when
processing the raw information such as customer orders, additional demand, inventory reservations
and forecast and creates primary demand which then can be used for further planning. This function
deletes the already available primary demand using the selected Override and re-creates the new
primary demands.
5.2.2 Input
The input data for the Create Primary Demand process are customer orders, additional demand,
inventory reservations and shippable forecast.
The procedure for Create Primary Demand is defined by making the appropriate selection in the
Create Primary Demand dialog box shown in figure below. In the upper part of the dialog, the Input
demand sources can be chosen and specific control settings on the demand creation procedure e.g.
order grouping can be applied. The lower section the Output defines how the results shall be
stored.
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Figure 109: Create Primary Demand dialog
IR If check box is checked, Inventory Reservations will be considered for the
creation of the primary demand
CO If check box is checked, Customer Orders will be considered for the creation
of the primary demand

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Default Prio: default priority can be assigned to the customer orders
Default NP-Code: Defines the level of the no partial code. NP_NONE,
NP_PRODUCT, NP_ORDER, NP_ITEM
Group by: None, Order No, Order No + OI Group, Order No + Partial No
Use Ack Date: if check box is checked, Ack Date will be used for planning if
Ack Date it is not NULL and not in the future (typically 11/11/2222). If check
box is not checked, Req Dt is used for planning.
AD If check box is checked, Additional Demand will be considered for the
creation of the primary demand
Default Prio: default priority can be assigned to the additional demand
Default NP-Code: Defines the level of the no partial code. NP_NONE,
NP_PRODUCT, NP_ORDER, NP_ITEM
FC If check box is checked, Forecast will be considered for the creation of the
primary demand
Default Prio: default priority can be assigned to the customer orders
primary demand:
DEPOT: deletes all records for the selected depots
PART/DEPOT: all primary demand with the selected part-depot combination
will be deleted
PRIMARY KEY: deletes all records by the primary-key
MERGE: none of the existing records will be deleted, and only new records
will be created
Table 208: Create Primary Demand dialog box - description
5.2.3 Logic
5.2.3.1 Order Synchronization
During the creation of primary demands, single order lines as entered into the Customer Orders
(CO) table are grouped into internal orders that in turn have multiple order lines. This is achieved by
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logically distributing the contents of the CO table into two separate tables: One holding the order
headers thus containing one record per order and another holding the order lines. The order headers
are also referred to as order groups and the order lines as order items. All orders within an order
group share a common set of attributes, like due date, partial code, priority, order date and Earliest
Requested Date (ERD), that are derived from attributes of the order items within the order group.
During this distribution process, two questions need to be answered:
1. Which records from the CO table (i.e. order lines) should be grouped together into order
groups (i.e. orders)?
2. For attributes that are to be stored on order group level: The attributes of which order line in
the group should be used as attributes for the whole group?
To answer the first question there is a parameter (referred to as CO_GROUP_MODE) that can take
three different values that determine which order lines are grouped into order groups. The selection of
the values will be done in the Group by list box in the Create Primary Demand dialog.
The effect of the selection of this parameter is as follows.
If None is chosen no grouping takes place.
If Order No is chosen, all order items with identical order number are grouped into one order
group.
If Order No + Partial No is chosen, all order items with identical order number and partial
number are grouped into one order group. This mode adds some flexibility in decoupling orders
as the order number itself usually cannot be changed.
If Order No + OI Group is chosen, only order items with identical order number are grouped
into one order group. Additionally the value in the column OI Group on the Customer Order
table is used to group order items as in the following example:
The item with OI Group = 000 is used as base item for an order group. Other items can be
grouped into the same order group as the base item by setting the OI Group of these items to the
order item number of the base item.
Example: Grouped Order Items
In this example order items (i.e. order lines) 2, 3, 4 will be grouped into one order group and order
items 1 and 5 into another. The following figure shows the customer order table appearance when
using the OI Group for order item grouping.
Depot Channel Order
No
Item
No
OI Group Part Partial
No
Req Dt
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DC1 CHANNEL-A 1000 1 000 SYSTEM_1 0 05/21/2010
DC1 CHANNEL-A 1000 2 4 SEAG 0 05/21/2010
DC1 CHANNEL-A 1000 3 4 MAIN_BOARD 0 05/21/2010
DC1 CHANNEL-A 1000 4 000 CHASSIS_R 0 05/21/2010
DC1 CHANNEL-A 1000 5 1 ASIC1000 0 05/21/2010
Table 209: Customer Order with OI Group
To answer question number 2, the system picks one order item out of all order items that are to be
grouped together into a single order group and uses the attributes of that item to populate the
respective attributes on order group level. If one of the grouping options Order No or Order No +
Partial No is chosen, the user cannot control which line item is going to be picked to provide the
attributes on order group level.
For the example above with Group by being Order No + OI Group, the line item having OI Group =
000 will be used to provide the attributes on order group level.
There are three more points to consider together with the Order Synchronization process that will be
explained in following chapters.
5.2.3.2 Determination of Customer Order Due Date
On order group level there is only one single attribute available named Due Date to determine the
required delivery date of an order whereas on order line level there are two attributes: Req Date
(Required Date) and Ack Date (Acknowledged Date). By default the Req Date is used to fill Due
Date on order group level.
If the Request Date occurs prior to the Current Date, then the Due Date will be set to the Current
Date in the Primary Demand table during the creation of Primary Demand.
5.2.3.2.1 Customer Order Due Date
The initial date of a customer order to be considered for planning of course is the Customer Requested
date, meaning the date where the customer expects the delivery of the finished goods. As soon as the
customer is given an Acknowledgement Date different from the Requested Date, it needs to be decided
what date shall be used for future planning.
5.2.3.2.2 Customer Requested Date vs. Acknowledgement Date
In order to determine the demand date of customer orders, a flag on material level is serving as
reference. Three possible scenarios are supported:
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1. The Customer Requested Date shall be considered as demand date, regardless if there is an
Acknowledgement Date available or not.
2. In case an Acknowledgement Date has already been given to the customer, the corresponding
date shall be used as demand date in planning. If not, the Customer Requested date shall be
used.
3. The Acknowledgement Date shall be used in any case, even if a demand has not yet been
acknowledged (in such case, the Acknowledgement Date shows up as 11/11/2222, meaning
that the demand will be ignored as the date falls beyond the planning horizon). This scenario
might be used in Allocation / Managed Availability situations.
5.2.3.2.3 Earliest Requested Date
By default, ICON-SCP tries to avoid shortages by first pulling in material replenishment and looking for
available resources in earlier periods. Replenishment (and therefore Demand deliveries) will only be
pushed out in case that early replenishment is not possible.
If a customer agrees, the delivery of goods can be pulled in to an earlier date as well. The earliest
point in time the customer accepts the delivery is given by the Earliest Requested Date (ERD) and is
part of the Customer Order interface. The ERD is not mandatory information only if there is such
date available, the demand delivery can happen earlier than the demand date (either customer
requested date or acknowledged date).
Example: Assuming that today is January 2
nd
. A customer orders 100 units of a finished good for the
21st of January. The customer would also accept an earlier delivery, but not earlier than January, 14th.
Based on the initial planning run results, the first acknowledgment date is January, 22nd.
Customer Requested Date: 01/21
Earliest Requested Date: 01/14
Acknowledgement Date: 01/22
Consider choosing second scenario (Acknowledgement Date if available), the demand date relevant for
planning therefore will be 01/22, which is the Acknowledged Date. Within planning, it is tried to deliver
the finished goods at 01/22, but also earlier periods would be allowed if not earlier than 01/14. The
supply taken for the demand fulfillment might be replenished earlier as well, but independently from
the ERD date, which only refers to the demand.
Assuming that the resources (both material and capacity) required for covering the demand latest by
the demand date are only available at 01/12. This would mean that at 01/12 100 units of finished
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goods would be available as stock on hand, but will not be consumed before 01/14 for realizing the
goods delivery to the customer.
5.2.3.3 Fill or Kill (Expire Date)
The Preferred Date is the earliest date, when the customer accepts a delivery (Earliest Requested
Date). In case of a deviation from Due Date and if pulling demand is enabled, Preferred Date will be
the Due Date. Now, if the demand cannot be satisfied on the Due Date and needs to be pushed out,
the allocated supply will persist until the Expire Date of the demand. With the Expire Date the
allocated supply will be set free automatically for other demands.

5.2.3.4 Partial Code Mapping
During the Order Synchronization process the partial code on CO level (e.g. NP, PQ or PI) is replaced
by a partial code that is used for planning (NP_ITEM, NP_NONE, NP_ORDER or NP_PRODUCT).
Figure 110: NP Code Mapping screen
The mapping of these partial code types is controlled through the parameters table and a default value
can be assigned within the Create Primary Demand dialog.
5.2.3.5 Priority Mapping
The priority field of a line item may hold a string value like HIGH, MID, LOW whereas during
planning priorities are stored as integers. The mapping of priorities expressed as strings to priorities

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expressed as numbers happens during the Order Synchronization process and is controlled via the
Priority Mapping setting accessible through the Planning menu. The following figure shows a
mapping from verbal categories to numerical values.
Figure 111: Priority Mapping screen
The Priority Mapping screen allows users to define which categories (e.g. Customer orders or
Forecast) have higher priority to be fulfilled.
Category Category that has the priority e.g. Forecast, Customer Orders
Prio Name Priority name, can be defined to distinguish between higher/lower priority
with a category
Prio Value Priority value (numeric)
Table 210: Priority Mapping data fields
Part of a Reprioritization with the Priority Manager is overriding these numeric priorities for the
subsequent planning run.
5.2.3.6 Example
Below is an example input on the CO table and the result of the order synchronization step. The order
groups are established through Group by selection: Order No + Partial No.
Conflicting inputs within one order group (e.g. REQ_DATE or PRIO in the below example) are resolved
in the transformation process to ensure consistent group attributes. In the example, the order item
attributes of CO_NO = 1, 4 and 6 are selected to serve as order group attributes.

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For parts P1 and P3 it is assumed that the Use Ack Date check box is checked. Therefore the value in
the Ack Date field is used to fill the Due Date field of order groups G1 and G2.

5.2.4 Output
The output of the processed primary demand are grouped orders, determined CO due dates, mapped
priorities of line items which will be written to the PRIMARY DEMAND table.
The PRIMARY DEMAND table is the basis for the Primary Demand screen.
5.3 Priority Manager
5.3.1 Overview
In a constraint environment in which material supply and capacity is limited and demand exceeds
these limitations, you may face the task of demand prioritization. In other words, the available and
limited resources shall be used by the more important demand leaving less important demand
unsatisfied. In this case, it is useful to assign priorities to demand to allocate constraint resources in
favor of high priority demand. To manage this task ICON-SCP provides the ability to flexibly assign and
modify priorities to external demand.
The Priority Manager provides the capability to define flexible rules for priority patterns that
determine the sequence to consider demand in planning. With use of the Priority Manager it is
possible to group types of primary demand such as Customer Orders, Forecast and Additional Demand
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into priority buckets. The Priority Manager allows flexible rules to be defined to allow ICON-SCP to
automatically assign priorities, for example in accordance with particular parts, or a customer, or by
revenue etc. A range of parameters also controls the pattern of the actual priorities e.g. which number
a priority should start, the gap between order groupings, the gap between each priority increment etc.
Although the Priority Manager assigns priorities automatically to primary demands, users can
override the priority by manually changing the priorities at a line level.
Before introducing the different methods of demand prioritization we will first have a look at planning
priorities to understand the big picture.
5.3.1.1 Planning Priorities Steps
An overview of the planning priorities steps during a planning run is given here:
1. First, the demand/supply network needs to be initialized. During initialization, external
information on firm work orders or work orders currently in process need to be considered and
merged into the inventory and capacity picture.
2. Next and second in sequence would be the consideration of inventory and capacity reservations
(IR and CR). This typically applies when the ICON-SCP Release Framework is used. As the
naming suggests, IR and CR will reserve material supplies or capacity as specified before any
external demand is planned on the demand/supply network.
3. Next and third in sequence is the planning of external demand such as customer orders,
forecast and additional demand. In essence, demand prioritization is all about managing the
relative importance of these three demand types.
4. At last a planning run will attempt to meet soft constraints like inventory targets and process
shares.
Understanding this, we will now focus on the different methods of external demand prioritization.
5.3.1.2 General Approach of Prioritization of External Demand
The general approach to prioritize external demand is referred as PRO. This stands for Priority,
Required Date and Order Date. The main criteria for sequencing the demand during planning, is the
demand priority. In case of identical priorities the next criteria taken into account is the required date
of the demand. If identical as well, the order date of the demand may justify a better position in the
sequence. This approach has some simple implications:
1. If priorities are not explicitly assigned, the effective strategy for sequencing the demand for
planning remains RO.
2. If each demand element has been assigned a unique priority the effective sequence depends
only on P while RO has no effect.
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More specific, there are four methods of assigning priorities to external demand:
1. Priorities are provided automatically by other systems.
2. Priorities are manually maintained within ICON-SCP per demand item.
3. Priorities are mapped on a high level, mapping e.g. pre-defined priority classes to numeric
priorities used in sequencing. This is done within the Priority Mapping table where, as a
general rule it should be observed that low numerical values represent a higher importance,
i.e. the priority value can be interpreted as the rank.
4. Priorities are managed by priority patterns within the Priority Manager. This is the most
advanced method of demand prioritization and allows for a flexible classification of loaded
demand.
5.3.2 Input
Input data for the Priority Manager are customer orders, forecast and additional demand as shown in
the Primary Demand screen.
5.3.3 Logic
Priority patterns are formulated with the Priority Manager that is accessible via the Planning menu.
The following figure shows the Priority Manager screen.
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The Priority Manager assists with managing prioritization patterns. Patterns are composed of rules
that in turn refer to a primary demands, apply to demand items that match filter criteria and sort those
matched elements according to ordering criteria. Several rules are combined to a named pattern where
rules can be part of more than one pattern. This way, changing a rule also can lead to changes in the
prioritization results of those patterns including the rule. On the other hand side, rules do not have to
be part of any pattern.
The prioritization works by filtering the loaded demand picture according to the rules of the active
pattern in the order specified by the execution sequence (top-down). For all the demands that match
the incumbent rule, the rank is determined according to the order given by the ranking sequence (top-
down). The numerical priority value is then assigned based on the settings for RANK OFFSET, RANK
DELTA, PRIORITY DELTA and MODE entered in the dialog that opens when the prioritization based
on the active pattern is started (or previewed). The following figure shows this dialog.

Figure 112: Priority Manager screen
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5.3.3.1 Patterns
The Patterns section lists all defined patterns. Besides the name of the pattern a short description of
the particular pattern is shown in the second column. The Cycle Pattern field shows the standard
pattern for batch processes.
The buttons, located in the upper left part of this section, have the following functions:
Copy Pattern
Generates a copy of the currently selected pattern. The copy needs
to be renamed. Please do not use any special characters (* or or _
or, etc).
Preview Pattern
Displays the complete priority assignment of a Priority Pattern in a
preview.
Execute Pattern
Executes the priority assignment for the selected pattern.
Set Cycle Pattern
Sets the cycle pattern
Table 211: Buttons description

Figure 113: Patterns screen
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Figure 114: Preview Pattern, Execute Pattern and Cycle Pattern dialog boxes
The Preview Pattern and Execute Pattern dialog boxes always refer to the previously selected
Pattern Name from the list. Unlike in the Cycle Pattern dialog box, here the user will select the
Pattern name in the Cycle Pattern dialog box itself and assign the Rank and Priority which then will
be used by the batch processes.
In the pop-up window, parameters for priority assignment can be reviewed before confirming with OK:
Parameter Description
Pattern Select the Pattern which will be used by the batch process as cycle pattern (the
Pattern can only be selected in the Cycle Pattern dialog box)
Rank Offset Offset value for the first rule in the numerical priority sequence
Rank Delta Delta to calculate the offset of all other rules in a pattern.
Rank Mode Start-Start will calculate the offset of a rule based on the offset of the previous
rule plus the value of Rank Delta. Finish-Start will calculate the offset of a rule
based on the last priority value used in the previous rule plus the value of Rank
Delta
Priority Delta Priority Delta between subsequent demand items within a rule
Table 212: Priority assignment parameter
5.3.3.2 Rules
The Rules section comprises all rules of all patterns.

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Figure 115: Rules screen
Guidelines for priority rules are as follows:
A rule can be part of a pattern, but does not need to be.
A rule can be part of multiple patterns.
A rule may only appear ONCE in a given pattern.
Modify a rule and it affects all patterns that contain that rule.
Copy a rule if you want to use it as a template for a new or modified one.
(Highlight the rule you want to copy and type Ctrl+I)
Drag and Drop this new rule to the selected pattern to the desired position.
The four buttons, located in the upper left corner of the Rules section, have the following functions:
Filter Criteria
Opens the Query Builder to define the selection for the rule.
Order Criteria
Opens the Sort Builder to specify the column(s) by which orders will be
sorted and prioritized within the selection of the particular rule.
Preview Rule
Generates a list of the orders that match the rules filter criteria.
Execute Rule
Executes the priority assignment for the selected rule.

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Figure 116: Preview Rule and Execute Rule dialog boxes
In the pop-up window, parameters for priority assignment can be reviewed before confirming with OK.
The Rules table gives the following information about the defined rules:
Rule Rule name
Description Description of the rule
Filter Criteria Shows the defined filter criteria
Order Criteria Shows the defined sort criteria.
Table 214: Rules report results
5.3.3.3 Pattern Details
The Pattern Details section to the right of the Priority Manager window allows defining and reviewing
the rules assigned to a priority pattern. It is divided into two lists:
Pattern Details [Execution]
Pattern Details [Ranking].
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Figure 117: Pattern Details
The Pattern Details [Execution] list contains the order in which several subsets of the complete set
of demand are taken out of the complete quantity of demand. The Pattern Details [Ranking] list
contains the order in which those subsets of demand will be processed.
Both lists feature the following buttons:
Move Rule to top
Moves the selected rule to the top of the list.
Move Rule up
Moves the selected rule upwards.
Move Rule down
Moves the selected rule downwards.
Move Rule to bottom
Moves the selected rule to the bottom of the list.
Remove Rule
Removes the selected rule from the list
Copy Sequence
Copy sequence from Execution to Ranking and vice versa

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5.3.3.4 Example
The following conceptual example illustrates the usage and parameter selection of the priority
manager. For this example, orders and order items as shown in the tables below are given. Two rules
are defined:
RULE 1: PART = P1 SORT by ASC QTY
RULE 2: (PART = P2) AND (QTY>20)
The execution sequence is set to (in top-down order): RULE 1, RULE 2. The ranking sequence is also
set to (in top-down order): RULE 1, RULE 2.
The parameters are chosen as follows: RANK OFFSET = 10, RANK DELTA = 50, MODE = SS (start to
start) and PRIORITY DELTA = 5.
Rule 1 establishes rank 1 with the identified two items (G1 / G2). G2 has higher priority than G1 (asc
by qty). The first priority is applied after PM_RANK_OFFSET with a delta between the two Order Groups
of 5 (PM_PRIORITY_DELTA)
Rule 2 establishes rank 2. The delta between the two ranks (PM_RANK_DELTA) is defined with 50.
PM_RANK_MODE = start to start defines, that the delta between the rank is calculated as delta
between the first OrderGroup of each rank.
G3 is not touched by any rule. Therefore the original priority of G3 is not changed by this example
pattern.

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Result:
NUM_PRIO has been modified for the Order Groups that were referenced by rules of the active pattern.
Certain combinations of these methods are possible and depend on the business scenario.
Note: In case demand items are grouped (see sections 5.6.3.6 and 5.6.3.2) each item
of the group must have the same priority. If this is not the case, the planning system
will arbitrarily choose one of the assigned priorities among the items of the group.
5.3.4 Output
The output of the Priority Manager is prioritized and sorted demand (customer orders, additional
demand, forecast) stored to PRIMARY DEMAND table. The demand is now ready to be processed
through the Constraint Based Planning process.
5.4 Adjust Primary Demand
5.4.1 Overview
Adjust Primary Demand is a process which adjusts primary demand as shown in the Primary Demand
screen and writes the data back to PRIMARY DEMAND table.
5.4.2 Input
The input data for the Adjust Primary Demand process are primary demand data (customer orders,
additional demand, inventory reservations and shippable forecast) as shown in the Primary Demand
screen.
The procedure for Adjust Primary Demand is defined by making the appropriate selection in the
Adjust Primary Demand dialog box shown in figure below. In the Input part of the dialog box
sources for demand are chosen.

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Figure 118: Adjust Primary Demand
Order Item No /
List
If specified, data is preselected by a particular Order Item No or a list of OI
numbers
Demand Origin If specified, data is preselected by customer orders, additional demand,
inventory reservation or forecast (or all)
Start Date End
Date
Time horizon for which the primary demand shall be adjusted
Prio Factor Priority Factor will be assigned
Table 216: Adjust Primary Demand description
5.4.3 Logic
Adjust Primary Demand process ensures that each delivery(-item) refers to a unique primary demand
item. If one primary demand item is fulfilled with two partial deliveries the process splits the primary
demand item into two. Then, the attributes of the primary demand item are adjusted to the delivery:

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Due Date:=Delivery Date,
Req Qty:=Delivery Qty,
Num Priority:=bucket-number of delivery-date*prio-factor
5.4.4 Output
The output of the process Adjust Primary Demand is the adjusted primary demand stored to the
PRIMARY DEMAND table.
5.5 Create Firm Supply
5.5.1 Overview
Create Firm Supply processes the raw supply information available as Firm Planned Order (FPO), Inter
Warehouse Transfer (IWT), Purchase Order (PO) and Work Order (WO) into consistent firm supply
elements for planning input. This process deletes the already available firm supply and re-creates the
new firm supply.
5.5.2 Input
Input data for the Create Firm Supply process is the raw supply information available as Firm Planned
Order (FPO), Inter Warehouse Transfer (IWT), Purchase Order (PO) and Work Order (WO).
The procedure for Create Firm Supply is defined by making the appropriate selection in the Create
Firm Supply dialog box shown in figure below. In the upper part of the dialog, the Input sources for
supply information are chosen. The lower section the Output - defines how the results shall be
stored.
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Figure 119: Create Firm Supply dialog box
Input IWT: records from the IWT table will be processed
PO: records from the PO table will be processed
WO: records from the WO table will be processed
FPO: records from the FPO table will be processed
Reserve Flag Defines what resources must be reserved by planning: BOTH, MATERIAL,
CAPACITY, NONE;
Select the default Reserve Flag for each of the three process-specific input
tables.

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Overdue PO Defines the number of buckets which determine the overdue order
Override The Override mode determines, what should happen with the previous firm
supply
DEPOT: deletes all records for the selected depots
deleted
PRIMARY_KEY: deletes all records by the primary key
MERGE: none of the existing records will be deleted, and only new records will
be created
Table 217: Create Firm Supply dialog box - description
5.5.3 Logic
The Create Firm Supply dialog box offers the possibility to create firm supply using only the selected
input elements (IWT, PO,WO and FPO) and to further restrict the input elements using the filter builder
tools. If for example only IWT will be selected for the input criteria, then all records from the table IWT
will be processed through Create Firm Supply process and will be loaded to the FIRM SUPPLY table.
The Create Firm Supply process calculates the Reserve Flag based on the certain rules:
For FPO no Reserve Flag will be set.
For IWT/PO/WO the order status will be mapped through the mapping table SUPPLY ORDER
STATUS MAPPING.
Figure 120: Supply Order Status Mapping

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The Overdue PO entry field defines the number of buckets which determine the overdue order.
The Override mode determines, what should happen with the previously available firm supply. By
selecting ALL from the pull down menu, this would results in deleting all records from the output table.
By selecting DEPOT or PART_DEPOT, this would delete all records for the selected depots (and
accordingly for the selected part-depot combination). The PRIMARY_KEY selection deletes all records
by the primary key whereas MERGE results in creation of the new records without deleting the existing
records.
5.5.4 Output
The output of the Create Firm Supply process are consistent firm supply elements ready for planning
input. The output is stored to the FIRM SUPPLY table.
5.6 Constraint-Based Planning
5.6.1 Overview
Constraint-based planning is taking the unconstraint planning approach one step forward, considering
the constraints of parts. If a part is set to constrain the plan (this can be defined on part level that
means parts can individually be set to constraint or unconstraint mode), it will not "overbook.
(Overbooking means that the system allocates a resource even though it cannot deliver). Instead, the
material will only be scheduled once the specific constraint on that part is resolved, e.g. after the
external lead time. However, the implication on the overall plan can be significant.
5.6.1.1 Constraints
This chapter gives insight into constraints and their impact on the production and the shipment of the
products.
Example: A typical example for a constraint could be missing material. If e.g. a manufactured
computer requires a specific CPU cooler or even just a label with licensing information on it, these
parts are constraints that, if missed, prevent the computer from being shipped. Only once the cooler is
inserted or the label is attached to the product, it may leave the factory.
Component parts can thus constrain the production and the shipment of a product.
Example: Another typical example are manufacturing capacities. If a factory has just one assembly
line that has a maximum output of 3000 units per day, then this factory has a manufacturing
constraint in its capacity as it cannot provide more than 3000 units on one day.
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Besides materials and production or manufacturing capacity, labor can also be considered as potential
constraint. However, having a constraint on any resource (we will use the term resources in the
following in a sense that can both describe material and production resources) does not necessarily
mean that products cannot be built in time. If the demand on a resource is less than its constraining
value, then the resource is not causing any problem: it is not a pacing constraint.
5.6.1.2 icon-scm Process Steps
Following figure illustrates the icon-scm process steps. A particular ICON-SCP instance is usually
configured to the actual business requirements and might provide only a subset of process steps. A
typical sequence of process steps is the following:
1. Load the Master Data
2. Load the processed and prioritized Demand
3. Load the processed Firm Supply and OH
5. Request Material/Capacity
6. Load Suppliers Material/Capacity commits
8. Save the current delivery plan as Forecast series
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Figure 121: ICON-SCP Process steps
5.6.2 Input
The Input data for the Constraint Based Planning is the master data, together with the prioritized
Primary Demand, Inventory and Firm Supply.
Constraint Based Planning dialog box offers a number of settings that can be switched off or on
(resp. parameterized) to control the planning algorithm. Typically, the default values suffice and should
only be changed by expert users.

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Figure 122: Constraint Based Planning dialog box
Following table explains the settings from the Constraint Based Planning dialog box:
General Description Default value
Late Procurement Instead of procuring material as late as possible the
procurement occurs at the demand date.
true
Backward pulling If a process cannot produce material at the required bucket
any earlier bucket will be checked automatically.
true
Replan cycle Percentage value between 0 and 100 that specifies that
after every AUTO_REPLAN_CYCLE% of orders a replan
should be triggered.
-1 (disabled)
Depth first search Instead of using existing inventory a new procurement is
preferred.
false

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Block capacities A process has to synchronize material and capacity
availability. This will be done either during the top-down
navigation or later on during the bottom-up step.
true
Cut sub trees Improves planning performance by using a heuristic to
reduce the search space depending on the planning history
true
Resort
components
Resort components after a fail to check critical components
first.
true
Soft constraints Description Default value
Pull Demands Executing goals i.e. demand goals for ERD planning true
Pull Late
Demands
Executing goals i.e. demand goals for ERD planning false
Repair safety
stocks
Process tries to achieve safety stocks for parts. true
Repair forbidden
buckets
Process tries to avoid productions within forbidden buckets. true
Repair lot sizes Process tries to achieve the lot-size quantities. For more
information, see chapter 5.6.3.7
true
Repair shares Process tries to perfectly match the share to consider by
rebalancing demand from one alternative to the other.
true
Repair priorities Process tries to perform priority-based alternative usages. true
Repair
unconstraint
parts
Process tries to procure material for unconstraint parts. true
Inhouse
Consumption
Description Default Value
Jump over BoM Create shortcuts jumping over BoMs with more than a
single component. I.e. create a shortcut to each component
to check for inhouse inventory. Thereby, there is no
guarantee that the other components have also available
material. For more information, see chapter 5.6.3.6
true
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Inhouse jumps
over alternative
BoM
Create shortcuts jumping over alternative components. I.e.
create a shortcut to each alternative component to check
for inhouse inventory. For more information, see chapter
5.6.3.6
false
Advanced Description Default Value
Repair with
Pulling
Dynamic inventory constraints can be achieved by either
procuring new material and freeing dispensable amount
later on or by shifting existing supplies.
false
Repair with
replan
Performs a full replan when applying safety stock
constraints or repair shares of alternative components.
false
Pull late WO Lot-size constraints can be achieved by either increasing
and decreasing productions or by shifting later productions.
false
Reverse share
repairs
Repair shares from the future to today. false
Log Statistics Genesis will log the value of planning parameters. false
Table 218: Constraint Based Planning settings description
5.6.3 Logic
5.6.3.1 Delivery Synchronization (Order Partialling)
Within the ICON-SCP model, customer order demands can be grouped to order groups. The goal of
such grouping is to consider the order groups as entity in planning, which shares several common
attributes. During the determination of the delivery date of such an order group, the partialling rule of
the order group will be evaluated. This rule indicates if the order delivery is allowed to be done in
partials or not.
There are four different delivery modes, which will be explained by using the following example:
A customer may enter an order of 10 units of a certain PC, 10 monitors and 20 keyboards. The order
number is 12345678, whereas the order items have the following values:
Order Number Item Number Product Due Date Quantity
12345678 0010 PC 07/30 10
12345678 0020 Monitor 07/30 10
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12345678 0030 Keyboard 07/30 20
Table 219: Delivery Synchronization Example
Considering the four different delivery modes, the following example results for deliveries are possible:
Complete Delivery: Only a single delivery to the customer is allowed. This delivery must contain all
items of an order group with full quantity. This is the most restrictive mode.
Delivery
Partial
Order
Number
Item
Number
Product Due Date Delivery
Date
Delivery
Quantity
1 12345678 0010 PC 07/30 08/05 10
12345678 0020 Monitor 07/30 08/05 10
12345678 0030 Keyboard 07/30 08/05 20
Table 220: Delivery Synchronization - Complete Delivery
Full-Item: Partial deliveries to the customer are allowed, but each order group item must be delivered
entirely. Several items may be delivered separately.
Delivery
Partial
Order
Number
Item
Number
Date
Delivery
Quantity
1 12345678 0010 PC 07/30 07/30 10
12345678 0020 Monitor 07/30 07/30 10
2 12345678 0030 Keyboard 07/30 08/05 20
Table 221: Delivery Synchronization - Full Item
Proportional: Partial deliveries to the customer are allowed, but each (partial-) delivery to the customer
must contain an amount of every item.
The ratio of the delivery amounts must be the same as the ratio of the original order quantities.
Delivery
Partial
Order
Number
Item
Number
Date
Delivery
Quantity
1 12345678 0010 PC 07/30 07/30 2
12345678 0020 Monitor 07/30 07/30 2
12345678 0030 Keyboard 07/30 07/30 4
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2 12345678 0010 PC 07/30 08/02 3
12345678 0020 Monitor 07/30 08/02 3
12345678 0030 Keyboard 07/30 08/02 6
3 12345678 0010 PC 07/30 08/05 5
12345678 0020 Monitor 07/30 08/05 5
12345678 0030 Keyboard 07/30 08/05 10
Table 222: Delivery Synchronization -Proportional
Partial: Partial deliveries to the customer are allowed. There is no restriction in terms of that order
items or quantities must be synchronized. Therefore, any (partial-) delivery to the customer is allowed.
Delivery
Partial
Order
Number
Item
Number
Date
Delivery
Quantity
1 12345678 0010 PC 07/30 07/03 10
12345678 0020 Monitor 07/30 07/03 2
12345678 0030 Keyboard 07/30 07/03 1
2 12345678 0020 Monitor 07/30 08/02 5
12345678 0030 Keyboard 07/30 08/02 19
3 12345678 0020 Monitor 07/30 08/05 3
Table 223: Delivery Synchronization - Partial
5.6.3.2 Shopping Baskets
The concept of Shopping Baskets very closely relates to the Delivery Synchronization described in the
previous section. It is typically used in Make-To-Order environments when a product is customized and
the order contains items specifying the key components. The concept will be explained by using the
following set Partial No accordingly in example.
A customer may enter an order for one PC and one monitor. The customer accepts separate deliveries
of the PC and the monitor. The monitor is one article whereas the PC is customized having a specific
Chassis, CPU, HDD, DVD, Memory and Keyboard. The order number is 87654321, whereas the order
items have the following values:
Order Number Item Order Item Product Due Date Quantity
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Number Group/Partial No
87654321 0010 0000 / 001 Chassis 07/30 1
87654321 0020 0010 / 001 CPU 07/30 2
87654321 0030 0010 / 001 HDD 07/30 1
87654321 0040 0010 / 001 DVD 07/30 1
87654321 0050 0010 / 001 Memory 07/30 2
87654321 0060 0010 / 001 Keyboard 07/30 1
87654321 0070 0000 / 002 Monitor 07/30 1
Table 224: Shopping Baskets Example
There is one additional piece of input information required to define the groups of items that belong to
each other. This is either the order item group or the partial no.
In case the order item group concept is used there is one base item per accepted delivery. This base
item has an order item group value that points nowhere (here: 0000). All other items of that accepted
delivery point to the item number of the base item. For example, the item with item number 0060, the
keyboard, has order item group identifier 0010 which in turn is the item number of the Chassis, which
is the base to this Shopping Basket. Therefore the keyboard belongs to the Chassis. This also applies
to the two memory banks, the DVD, the HDD and the two CPUs, thus making up one Shopping Basket
that defines the desired PC.
The item with item number 0070 is a base by itself (0000) with no other item pointing to it. This
defines a Shopping Basket with only one item.
The partial no concept is an alternative way to group items together without having such thing as a
base. All items that belong together have the same partial no assigned to them.
Delivery
No
Order
Number
Item
Number
Order Item
Group/
Partial No
Product Due
Date
Delivery
Date
Delivery
Qty
1 87654321 0010 0000 / 001 Chassis 07/30 8/15 1
1 87654321 0020 0010 / 001 CPU 07/30 8/15 2
1 87654321 0030 0010 / 001 HDD 07/30 8/15 1
1 87654321 0040 0010 / 001 DVD 07/30 8/15 1
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1 87654321 0050 0010 / 001 Memory 07/30 8/15 2
1 87654321 0060 0010 / 001 Keyboard 07/30 8/15 1
2 87654321 0070 0000 / 002 Monitor 07/30 7/30 1
Table 225: Shopping Baskets Example (cont.)
Note: There cannot be an inventory built up for products defined by shopping basket
with more than one item.
Following furthers the knowledge concerning the order synchronization and shopping baskets in case of
partial number concept.
Configuration of the Create Primary demand dialog box should consider for CO:
Default NP-Code = NP_NONE
Group by = Order No + Partial N
Following table shows several examples, which should explain the logic of NP Code and Partial No. It
shows how the NP Code, Partial Number need to be defined in order to deliver expected results under
Meaning.
Shopping
baskets
Meaning Order
Number
Order
Line
Item NP Code Partial
No
Partial shipment allowed 111111 1 AAAA NP_NONE 1
Partial shipment allowed 111111 2 BBBB NP_NONE 2
Partial shipment allowed 111111 3 CCCC NP_NONE 3
Partial shipment allowed 111111 4 DDDD NP_NONE 4
1 Partial shipment order not
allowed
222222 1 AAAA NP_ORDER 1
allowed
222222 2 BBBB NP_ORDER 1
allowed
222222 3 CCCC NP_ORDER 1
allowed
222222 4 DDDD NP_ORDER 1
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2 Partial shipment line not allowed 333333 1 AAAA NP_ITEM 2
3 Partial shipment line not allowed 333333 2 BBBB NP_ITEM 3
4 Partial shipment line not allowed 333333 3 CCCC NP_ITEM 4
5 Partial shipment line not allowed 333333 4 DDDD NP_ITEM 5
6 Line 1 and 2 are shipped
together and partial not allowed
Partial shipment line allowed 555555 5 EEEE NP_NONE 5
10 Partial shipment line not allowed 555555 6 FFFF NP_ITEM 10
Table 226: Order Synchronization examples
Rules:
If partial shipments are not allowed, Partial no should be equal to Shopping Basket id
If partial shipments are allowed (no Shopping Basket ID available), Partial No should show
Order Line number and NP Code should always be populated (with NP_NONE)
If it is intended to ship lines of one order together, NP_CODE should show NP ORDER for the
according lines (Partial No shows the Shopping Basket ID)
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5.6.3.3 Proposals Generation
In case demand cannot be fulfilled from existing supply (inventory and firm supply), the ICON planning
system will generate supply proposals in order to bridge the gap between demand and (confirmed)
supply. Depending on the planning processes available and chosen by the planning engine (e.g.
production, procurement or supply chain transfers), the proposals are either work order proposals,
purchase order proposals or stock transfer proposals. When creating the proposals, constraints such as
lead times, frozen times, re-order cycles or lot sizes are of course taken into consideration.
5.6.3.4 Work Order Pull-ahead vs. Demand Delivery
In order to ensure that demands will be fulfilled in time, the ICON-SCP planning efficiently avoids
shortages of material or capacity by looking for available resources in earlier buckets, before pegging
to later material or capacity that will delay the demand.
Work orders, which will be created in order to peg against the demand, will be placed by the planning
engine in the previous buckets, if possible.
Figure 123: Work Order Pull-Ahead
Order Delivery:
The (independent) demand, which triggers the creation of a work order, will not be pulled in. After the
work order is finished the material would be available as inventory as long as it is not consumed by the
demand.
5.6.3.5 Smart Allocation (Smart vs. Hard Allocation)
ICON-SCP supports both hard and soft supply allocations. Material can be hard allocated automatically
if a sales order has been released, meaning the materials are now tied to that order. Users also have

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the ability to enter inventory reservations at the part level or the order level. The soft
allocation/pegging is very advanced whereby material may be loaned from higher priority orders to
lower priority orders if the higher priority order contains a secondary shortage as long as the delivery
status of that order is not worsened. If an order is locked and cannot be released anyway, material will
be loaned to lower priority orders.
The ICON-SCP Smart Allocation Logic improves the planning result by freeing up resources (material or
capacities) from high prioritized demand and assigning it to lower prioritized demand if (and only if)
the higher prioritized demand fulfillment is not endangered by this action.
5.6.3.5.1 Smart Allocation (ICON-SCP Logic)
Following example illustrates the principle of the Smart Allocation Logic:
There is a demand of 150 units (Order 1) for the Part A with Priority 1 (highest priority) and demand of
50 units (Order 2) for the Part A with the Priority 2. The due date for the highest priority order is t=4,
for the second order t=2. There are 100 units FGI (finished goods inventory). The supply is limited
after t=4.
The following picture depicts the demand-supply situation for the order with Priority 1. 100 units of FGI
available on the t=4 are not sufficient to satisfy the demand for the Order 1. The 50 units missing can
be replenished one day later on the t=5, so the Order 1 with the highest priority can only be scheduled
one day later on the t=5.
According to the Soft Allocation Logic the supply can be reallocated from a higher prioritized order to
an order with lower priority, if the due date for the lower prioritized order is earlier as for the higher
prioritized order.
In the graph below (Example 2) the Order 2 (demand=50 units) with the Priority 2 is added. This
demand can be fulfilled from the available FGI. The order is scheduled for the t=2 and can be delivered
on time. Shortage on Priority 1 order is still visible.

Figure 124: Smart Allocation Example I
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Figure 125: Smart Allocation Example 2
In the next graph below (Example 3) an order with Priority 3 with the demand = 50 units is added. It
is scheduled for the t=1 and can be delivered on time. The order with the Priority 2 (demand = 50
units) also can be delivered on time, as there is enough supply available (100 units FGI) to satisfy both
orders.
Figure 126: Smart Allocation Example 3
Summary:
The Smart Allocation Logic checks for options and increases the output (resolves shortages) by freeing
up supply for lower prioritized demands, but at the same time ensures that the high priority order is
not pushed out to a later delivery date than without the logic.
5.6.3.5.2 Hard Allocation (ERP Logic)
Next example represents allocation results with hard allocation logic and demonstrates the inflexibility
of this approach.
The supply for the Prio 1 order is one day late, therefore the Prio 1 order can be scheduled only on the
t=5 (instead of t=4). Hard allocation logic reserves the supply for this order immediately, which means
that starting from t=1 supply is no longer available for other demand (Example 1).

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Figure 127: Hard Allocation Example 1
The Prio 2 order scheduled initially for the t=2 gets rescheduled and is now 3 days late. Hard allocation
misses option to deliver Prio 2 ontime. Similarly Prio 3 order cannot be scheduled prior t=5 as well
(Example 2).

Figure 128: Hard Allocation Example 2
As the result all three demands are late due to inflexibility of the hard allocation logic.
5.6.3.6 In-house Consumption
During Demand Supply Matching, ICON-SCP checks on every single stage of the supply network if
supply is available to cover the demands. Consequently, the available supply of alternative materials
within an Alternative group is also considered if a demand meets a production process using a bill of
material containing this Alternative group. This default behavior might lead to situations, where
procurement triggers of an alternate part might be created, even though, supply of another alternate
part is available on-hand and can be made available easily instead.
A scenario might be that one material is procured from two different (external) suppliers. The supplier
split shall be that both suppliers shall be responsible for 50% each of the requirements. Both suppliers
deliver the materials to a supplier specific hub location.
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Figure 129: In-house Consumption - Supplier example
It might happen that according to the supplier split a procurement trigger signal (proposal) is created
to Supplier B although WEST_DIG_C1 is available on-hand in the Supplier A Hub Depot. Thus, instead
of keeping the supplier split, business priority might be to use up available in-house supply (available
in hub depots) instead of replenishing from external.
ICON-SCP addresses such requirement by applying Inhouse Flag to components, sub-components,
alternatives, and activating Jump over BoM and Jump over Alternative Components checkboxes -
which triggers that for flagged components, sub-components, alternatives, any supply is preferred over
supply on non-flagged ones. The ICON-SCP In-house Consumption logic ensures that the material
availability of the in-house flagged material will be checked first, before procurement triggers are
created.
Important: In-house material is not only on-hand inventory. In-house material also
includes the projected inventory, meaning all in future available material until the end
of horizon.
Important:In-house Consumption affects alternative BoMs but it does not affect
alternative processes.
The following chapters explain the concept of the Inhouse Flag, Jump over BoM checkbox and
Jump over Alternative checkbox
5.6.3.6.1 Inhouse Flag
When the system is facing choices between different alternative components, it would generally follow
the Share/Priority settings in the Bill of Materials table. And if inhouse is being considered, the system
will check for inventory at the top alternate choices level, but not the components level of those
alternatives. ICON-SCP has introduced the Inhouse Flag and the Alternative Flag for this purpose.
Applying the Alternative Flag to the parent component and the Inhouse Flag to the alternative
components, the system will ensure that the inventory of the parent component is considered first and
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if not sufficient, then the alternative components will be considered. Only after that, the system
creates proposals for the alternatives.

Figure 130: Inhouse Flag example
Looking at the graphic above, you will need to set the Alternative Flag at the Finished Good, and the
Inhouse Flag at Alternative 1 and Alternative 2. The sequence of the inhouse supply consumption
check is given as following:
1. Finished Good (ordinary check for material)
2. Alternative 2 (in-house check for material)
3. Alternative 1 (in-house check for material)
Alternative 2 is checked before Alternative 1 due to higher share. Even if the Inhouse Flag is set for
Component 1 and Component 2, the system will consider only the components in the red box.
5.6.3.6.2 Jump Over Bill of Material
Applying the Alternative Flag to the parent component and the Inhouse Flag to the alternative
components and its sub-components in conjunction with the Jump over BoM checkbox, the system
will ensure that the inventory of the parent component is considered first and if not sufficient, then the
alternative components will be considered second and if not sufficient, then the sub-components
inventory will be checked as well . Only after that, the system creates proposals for the alternatives.
The Jump over BoM checkbox allows the system to look for inventory of components at multiple
levels until it reaches another alternate choice.
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To illustrate this behavior, let us have a look at the following graphic:
Final Good
Alternate 1 Alternate 2
Component 1 Component 2
Group 1
Alternative B Alternative A Component A
Component X Component Y
Group 2
Finished Good
Alternative 1 Alternative 2
Component 1 Component 2
Group 1
70% 30%
70% 30%

Figure 131: Jump over Bill of Material example
Two alternative groups are defined (Group 1 and Group2). The Alternative Flag is set at the parent
part, Finished Good, and the Inhouse Flag is applied to all components below Finished Good (all blue
circles). The Jump over BoM checkbox is checked. With this setup, the inventory is checked for all
components within the red framed box:
2. Components of the Group 1 (inhouse check for material)
3. All sub-components directly linked to each other (JoBoM check for material)
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The inventory is checked until it reaches the Alternative Group 2. At this, the inventory of the
Alternative Group 2 and of all its sub-components is not considered.
5.6.3.6.3 Jump Over Alternative Components
When it comes to defining In-house Consumption for lower level alternatives, ICON-SCP has introduced
the Jump over Alternative Components checkbox for this purpose. As already stated, applying the
Alternative Flag to the parent component and the Inhouse Flag to the alternative components, the
system will ensure that the inventory of the parent component is considered first and if not sufficient,
then the higher level alternative components will be considered. For the system to consider the lower
level alternative components, too, the Alternative Flag needs to be checked at lower level parent
component, the Inhouse Flag needs to be applied to the lower level alternative components (children
of the parent), and the Jump over Alternative Flag is required to be checked. The system will look
for inventory of alternative components at multiple levels until it reaches a non-alternative component.
Only after this, the system creates proposals for the alternatives. The graphic bellow illustrates the
behavior when Inhouse Flags are applied to all components below Finished Good (all blue circles),
the Alternative Flag is applied to Finished Good and Alternative1, and the Jump over Alternative
Components checkbox is checked:
Figure 132: Jump over Alternative Components example
All parent components of the alternative children require Alternative Flag in order to be considered
by the system in the proper way.

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The Alternative Group 1 is directly linked to the Alternative Group 2. Since there is no non-alternative
component in between, the system verifies all inventories in the red framed box. With this setup, the
inventory is checked for all components within the red framed box:
2. Components of the Group 1 (inhouse check for material)
3. All sub-components directly linked to each other (JoAC check for material)
In the Figure 131: Jump over Bill of Material example from the previous chapter, the Inhouse Flag
will be applied to all components below Finished Good (all blue circles), the Alternative Flag will be
applied to Finished Good and Component1, and both checkboxes will be checked (Jump over
Alternative Components and Jump over BoM) in order for the system to check all inventories,
before it applies the split definition and triggers procurement proposals.
Excursus:
Repair Shares flag & Repair Priorities flag are checked by default in the Constraint Based
Planning dialog box. These two flags are the Repair Soft Constraints steps that happen at the end of
the planning run. In conjunction with the Inhouse Consumption, this means that the system verifies if
the inventory amount is sufficient to cover the demand, and if inventory found, it still can consume
only a portion of it because at the same time it tries to satisfy the defined alternative shares (to repair
the shares). This again can result in creation of proposals even though there is sufficient inventory and
the Inhouse Flag is set for the concerning components.
5.6.3.7 Repair Lot Sizes
In order to learn about Repair Lot Sizes Flag, it is important to understand how Pull Flag works.
5.6.3.7.1 Pull Flag
Important: Pull Flag in Part Depot Setup is designed to work in conjunction with
Inhouse Consumption. Using Pull Flag without Inhouse Consumption is unnecessary
and most likely produces results hard to explain and understand. ICON-SCP currently
does not support modeling full lot size pulling as hard constraint. The following
explanations and example simply describe the planning logic behind Pull Flag, they
are not intended as example use cases.
Pull Flag reserves materials for demands from the designated depot according to the Minimum
Order Quantity and Multiple Order Quantity in the Process Setup table. Material will remain in
the supplying depot if it is not used up. If demand in the designated depot has not fully depleted the
materials, it can be used for demands from other depots.
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When the planning engine tries to satisfy demand in the priority order, the demand that the engine is
considering is not constrained by its Pull Flag. That demand can be satisfied even when it is out of the
Minimum Order Quantity & Multiple Order Quantity range.
Pull Flag should be checked at the receiving depot in the Part Depot Setup table.
Minimum Order Quantity and Multiple Order Quantity alone does not affect the planning result if
it is not used in conjunction with Pull Flag or Repair Lot Sizes Flag.
In order to make it simple and isolate the Pull Flag explanations, the following examples have its
Repair Lot Sizes Flag unchecked.
To illustrate this behavior, let us have a look at an example. The following table shows the Part Depot
Setup screen:
Depot Part Pull Flag
CM1 SYSTEM_1 Uncheck
CM2 SYSTEM_1 Uncheck
VH1 SYSTEM_1 Uncheck
Table 227: Part Depot Setup screen
For now, the Pull Flag will be unchecked.
The following table shows the Process Setup screen:
Type
Lead
Time
Frozen Min Order
Qty
Mult
Order Qty
CM1 SYSTEM_1 VH1 Depot 0 0 10 10
CM2 SYSTEM_1 VH1 Depot 0 0 10 10
VH1 SYSTEM_1 Supplier_X Supplier_X 10 10 0 1
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Figure 133: Pull Flag unchecked
In this example, there are supplies of 10 in VH1, priority 1 demand of 6 at CM1, priority 2 demand of 4
at CM2. When Pull Flags are unchecked, both orders can be satisfied on time even though the
Multiple Order Quantity is 10.
When Pull Flag is checked:
Depot Part Pull Flag
CM1 SYSTEM_1 Check
CM2 SYSTEM_1 Check
VH1 SYSTEM_1 Uncheck
Table 229: Part Depot Setup screen
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Figure 134: Pull Flag checked
After the Pull Flag is checked, priority 1 still gets its order on time but priority 2 order is delayed.
Quantity of 6 is transferred to CM1 and 4 remain in the VH1. After 10 days of Frozen, 4 units from
VH1 inventory are transferred to CM2 in order to satisfy priority 2.
5.6.3.7.2 Repair Lot Sizes Flag
Repair Lot Sizes Flag tries to achieve the Minimum Order Quantity and Multiple Order Quantity
in the Part Depot Setup table.
This is a Soft Constraint step, which means it happens at the very end of the planning. The delivery
dates and quantities for all orders will not be affected by this Soft Constraint step. It will only create
more supplies and generate new proposal to satisfy the required lot size.
Note: It is advised to have this flag checked because this flag utilizes the Minimum
Order Quantity and Multiple Order Quantity set in the Process Setup table.
Without this flag, those functions will not work as expected. This flag should only be
unchecked during special analysis.
To illustrate this behavior, let us have a look at an example. The following table shows the Process
Setup screen:
Type
Lead Time Frozen Min Order Qty Mult
Order Qty
CM1 Camera Warehouse Depot 0 0 10 10
VH1 Camera Supplier Supplier 10 10 0 1
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When Repair Lot Sizes Flag is unchecked:

Figure 135: Repair Lot Sizes Flag unchecked example
In this example, there are supplies of 10 in CH1 & demand of 6 at CM1. When Repair Lot Size Flag is
unchecked, the system will allocate supply of 6 to the demand of 6 at CM1. The remaining supply of 4
will stay at the VH1.
When Repair Lot Sizes Flag is checked:

Figure 136: Repair Lot Sizes checked example
When Repair Lot Size Flag is checked, the planning engine will first allocate supply of 6 to the
demand of 6 at CM1. Then during the end of the planning, the system will try to satisfy all checked
Soft Constraints. Repair Lot Size is one of the Soft Constraint processes, and it will allocate the
remaining supply of 4 to CM1 in order to satisfy the lot size. This results in CM1 having inventory of 4.
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5.6.3.8 LFD Calculation
In fact the Calculation of Latest Feasible Date does not happen as part of the Constraint Based
Planning process. Instead, it is performed ad-hoc when reports are requested. However, it is part of
this chapter, as most readers would expect it here.
If a shortage on a component is responsible for an order to be delayed, the calculated plan is not
showing when the components are required to ship the order on time.
Instead, materials and capacity consumptions are aligned to accommodate the executable (late)
delivery date.
The alignment of material and capacity to the executable delivery date is increasing the utilization of
the existing supply significantly, as late demand is not unnecessarily allocating early supply.
As a result the raw planning results do not show dependent demand based on the original requested
date.
The latest feasible date is bringing back this information, which was lost when the order was pushed
out. To do so, the demand elements are appointed with the latest feasible date. The LFD is calculated
based on the original due date of the demand and shifted by the applicable transportation and
production lead times.
Note: The LFD is calculated only for demand elements. An inventory projection can be
calculated based on the inventory on hand, the demand and the supply for a certain
part in a certain depot.
The supply, including inventory on hand, is not changed by the LFD calculation. Only the demand
portion and subsequently the inventory projection are affected.
The LFD calculation is not changing any alternative decisions, which have been made by the constraint
based planning module.
5.6.4 Output
The output of the Constraint Based Planning process is a clear picture of which demand can be fulfilled
on-time and which is late/short due to constraints.
The output results are stored to following tables: DELIVERY, DEMAND, SUPPLY, WOP_DETAIL,
CONSUMPTION.
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5.6.5 Modeling
5.6.5.1 In-house Consumption Best practices
For modeling of the In-house Consumption, the flags Inhouse Flag, Alternative, Jump over BoM,
Jump over Alternative Components and Pull Flag can be used in different combinations
depending on the desired business results. These flags must be chosen very carefully as they strongly
affect the search effort of the planning engine. The entire planning run can take longer.
Usually between functional result and performance there is a trade-off. In organizations with less
complex supply chain models, with an average number of parts/orders, choosing the checkboxes can
result in the best optimized functional results and a well acceptable performance. For a complex supply
chain model with over-averaged number of parts/orders, the following recommendations will assist
with modeling ICON-SCP In-house Consumption:
The Inhouse Flag must only be applied to those products that actually are to be considered in-house,
i.e. the flag marks those products that are checked for inventory.
It should be verified if the Inhouse Consumption logic requirement exists on more than materials, i.e. if
there is a need to consider the subcomponents in the BoMs that belong to the alternative components
when searching for on hand material. If this is not the case, then Jump over BoM checkbox should be
set to off and the model should be tuned towards a proper (and narrow) setting of in-house flags.
This means, the Alternative Flag should be set to on only on the parent parts and the Inhouse
Flag should be applied only to the relevant part-depots immediately below in the BoM.
Un-checking the Jump-over BOM flag will push the search towards:
More inventory consumption of higher level assemblies (sub-assemblies), resulting in more
overall inventory value being consumed
Less PO proposals created across the entire horizon and also less PO proposals in the short-
term.
Fast performance
If the components below the parent part have their own BoMs and these subcomponents are also
flagged with the Inhouse Flag, then not only the performance is affected, but it can also lead to
undesired effects with a setup where also component-level parts are planned. This is because
proposals for high value or bulk parts can be triggered by on-hand inventory of components-materials.
For example, if in Figure 131: Jump over Bill of Material example there was inventory on Component 2
but not on Component 1, this inventory would be taken to build Alternative 1 products and thereby
replenishing Component 1 in a quantity according to the coefficient in the Bill of Materials.
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Therefore, the Inhouse Flag should only be applied to important products, e.g. expensive or bulk
products.
If the Pull Flag is set to off, the repair of lot sizes can lead to remaining on hand inventory on one
component but proposals on another exactly the undesired result. Therefore, if a product is
replenished from another depot and both part-depots are marked with the Inhouse Flag, and the
Jump over BoM checkbox is checked, the Pull Flag on the receiving part-depot ensures that lot sizes
on the depot process are handled as intended.
On the other side, the Pull Flag has a heavy impact on calculation time as it frequently repairs lot
sizes. Therefore, it should only be set on well chosen part-depots like the important ones.
The following chapters will show a few selected modeling uses cases and effects on the planning
results, when choosing the flags Inhouse Flag, Alternative, Jump over BoM, Jump over
Alternative Components and Pull Flag.
5.6.5.2 Inhouse Consumption With Jump over BoM
5.6.5.2.1 Initial State Without In-house Consumption
The initial state of our first modeling example is as follows:
the product STORAGE has two alternative components WEST_DIG and SEAG.
WEST_DIG consists of subcomponents WEST_DIG_C1 and WEST_DIG_C2.
SEAG consists of subcomponents SEAG_C1 and SEAG_C2.
Figure 137: Initial state
Bill of Materials screen shows components dependencies on parts.

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CM1 STORAGE HDD_ASSY_1 SEAG GROUP_001 1 20
CM1 STORAGE HDD_ASSY_1 WEST_DIG GROUP_001 2 80
CM1 SEAG SUB_ASSY_SEAG SEAG_C1 GROUP_002 2 100
CM1 WEST_DIG SUB_ASSY_WEST_DIG WEST_DIG_C1 GROUP_003 2 100
Table 231: Bill of Material screen
Additionally, on-hand inventory and the demand are defined:
There is on-hand inventory for SEAG of 200 units in CM1 depot.
There is a Customer Order with 100 units of STORAGE for the Req Date of 05/28/2010.
After the planning run, the Demand Bottom Up Pegging report shows following consumption:
Bucket Date Malt Req Matl Req Short Matl Req Release Depot Part
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 20 0 20 CM1 SEAG
05/24/2010 80 80 0 CM1 WEST_DIG
05/24/2010 80 80 0 CM1 WEST_DIG_C1
05/24/2010 80 80 0 CM1 WEST_DIG_C2
Table 232: Demand Bottom Up Pegging screen
According to the Split defined in the Bill of Material screen, part SEAG should be used up to 20% and
WEST_DIG up to 80%. This split was followed by the system and the demand was supplied with 20
units of SEAG and 80 units of WEST_DIG. Regardless of sufficient on hand inventory on the SEAG side
(200 units) only 20 units are consumed and the system generates proposals for the remaining 80
units.
5.6.5.2.2 In-house Consumption - Top Alternative Level
If only the top alternative choices are to be considered when checking for on-hand supply, then the
Inhouse Flag is to be set on exactly these alternatives. Assuming SEAG and WEST_DIG is the
Alternative Group where the on-hands are to be checked by the system, before the system generates
proposals. Alternative Flag is only needed to be checked at the parent level, STORAGE. (It can be
checked at other levels as well, it wont affect the result, but it is unnecessary).
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Figure 138: Inhouse Flag set on Top Alternative Choice Level
The Inhouse Flag is unnecessary to be set on STORAGE. The Inhouse Flag only matters if the
system faces alternative choices, it does not affect alternative processes. In the Bill of Material,
STORAGE itself is not an alternative, it is an alternative process consisting out of two alternatives.
Flag
Inhouse
Flag
Pull
Flag
Alternative
Flag
Prioritized
Flag
CM1 STORAGE Checked Checked
CM1 SEAG Checked Checked
CM1 WEST_DIG Checked Checked
CM1 WEST_DIG_C1 Checked
CM1 WEST_DIG_C2 Checked
CM1 SEAG_C1 Checked
CM1 SEAG_C2 Checked
Table 233: Part-Depot screen
The result influenced by the flags set is shown in the Demand Bottom Up Pegging screen.
Bucket
Date
Malt Req Matl Req Short Matl Req Release Depot Part
05/24/2010 100 0 100 CM1 SEAG
05/24/2010 100 100 0 CM1 STORAGE

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The system will first verify the on-hand inventory of WEST_DIG and then the on-hand inventory of
SEAG. The Inhouse Flag set in the Part-Deport Setup screen forces the reduction of the SEAG on-
hand. There were 200 units of SEAG on-hand and 100 units are consumed to satisfy the demand of
100 units of STORAGE.
In this example, even though the Repair Shares checkbox is checked, it does not have any impact on
the planning result. This is specific to the current planning situation. Shares are repaired for inhouse
consumption, too, and it will show a result if successful.
5.6.5.2.3 In-house Consumption Top Alternative and Sub-Components Levels
This example will show how the Jump over Bill of Materials checkbox influences the planning result
in terms of using up the on-hands on top alternative choices and their subcomponents.

Figure 139: Inhouse Flag set on Top Alternative Level and on Sub-components
In addition, the setup in Part-Depot Setup screen is complemented with further Inhouse Flags for all
subcomponents.
Flag
Inhouse
Flag
Pull
Flag
Alternative
Flag
Prioritized
Flag
CM1 WEST_DIG Checked Checked
CM1 WEST_DIG_C1 Checked Checked
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CM1 SEAG_C1 Checked Checked
Table 235: Part-Depot setup screen
On-hand inventory of 50 units is added on the subcomponent WEST_DIG_C1:
Depot Part Qty Adjustment Total
Available
CM1 SEAG 200 0 200
CM1 WEST_DIG_C1 50 0 50
Table 236: Inventory screen
The Jump over Bill of Materials flag is checked in the Constraint Based Plan workbench.
The Demand Bottom Up Pegging report shows the results:
Bucket
Date
Malt Req Matl Req
Short
Matl Req
Release
Depot Part
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 50 0 50 CM1 SEAG
05/24/2010 50 50 0 CM1 WEST_DIG
05/24/2010 50 0 50 CM1 WEST_DIG_C1
05/24/2010 50 50 0 CM1 WEST_DIG_C2
The system will first verify the on-hand inventory of the WEST_DIG component due to higher share. It
will then move the next step down to the sub-components (as the Jump over Bill of Materials
checkbox is checked) and verify the on-hands of the WEST_DIG_1 and WEST_DIG_2 sub-components.
Here 50 units of WEST_DIG_1 are found which will be reserved for the consumption. As next, the
SEAG branch will be checked for inventory top to bottom. As SEAG contains enough inventory to
satisfy the remaining portion of the demand (100-50=50), here 50 units will be reserved for the
consumption.
The Jump over Bill of Materials checkbox initiated the check for on-hands on the subcomponent
level, where WEST_DIG_C1 belongs to. The side-effect of that supply split is that subcomponent
WEST_DIG_C1 is used together with the WEST_DIG_C2 component. They are both needed in order
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assemble WEST_DIG (they belong to the same Alternative Group and have the same Group ID). Thus,
a PO proposal of 50 units of WEST_DIG_C2 is generated.
Depot Part Supplier Send Date Arrival Date Effective Qty
CM1 WEST_DIG_C2 SUPPLIER_B 05/24/2010 05/24/2010 50
Table 238: PO Proposal screen
If no Jump Over Bill of Materials checkbox is set, the on-hand inventory on subcomponent level is
ignored. The planning results in the Demand Bottom Up Pegging screen show the following:
Bucket
Date
Malt Req Matl Req
Short
Matl Req
Release
Depot Part
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 100 0 100 CM1 SEAG
5.6.5.3 In-house Consumption With Jump Over Alternative Components
5.6.5.3.1 Initial State without In-house Consumption
The initial state of our first modeling example is as follows:
the product STORAGE has two alternative components WEST_DIG and SEAG.
WEST_DIG requires either WEST_DIG_C1 or WEST_DIG_C2 (they are alternatives to each
other)
SEAG consists of subcomponents SEAG_C1 and SEAG_C2.

Figure 140: Initial state
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Bill of Materials screen shows components dependencies on parts.
CM1 STORAGE HDD_ASSY_1 SEAG GROUP_001 1 20
CM1 STORAGE HDD_ASSY_1 WEST_DIG GROUP_001 2 80
There is on-hand inventory for SEAG of 200 units in CM1 depot.
After the planning cycle, the Demand Bottom Up Pegging report shows following consumption:
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 20 0 20 CM1 SEAG
05/24/2010 80 80 0 CM1 WEST_DIG
05/24/2010 72 72 0 CM1 WEST_DIG_C1
05/24/2010 8 8 0 CM1 WEST_DIG_C2
According to the Split defined in the Bill of Material screen, part SEAG should be used up to 20% and
WEST_DIG up to 80%. This split was followed by the system and the demand was supplied with 20
units of SEAG and 80 units of WEST_DIG. Regardless of sufficient on hand inventory on the SEAG side
(200 units) only 20 units are consumed and the system generates PO proposals for the remaining 80
units. These 80 units are distributed over 90% of WEST_DIG_C1 and 10% of WEST_DIG_C2.
5.6.5.3.2 In-house Consumption Top Alternative and Sub-Components Level
If only the top alternative choices are to be considered when checking for on-hand supply, then the
Inhouse Flag is to be set on exactly these alternatives. Assuming SEAG and WEST_DIG is the
Alternative Group where the on-hands are to be checked by the system, before the system generates
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proposals. Alternative Flag is only needed to be checked at the parent level, STORAGE. (It can be
checked at other levels as well, it wont affect the result, but it is unnecessary). But if also lower lever
of alternative choices are to be checked, the Jump over Alternative Components is to be checked
as well.
The following example will show how the Jump over Alternative Components influences the
planning result in terms of using up the on-hands on components and subcomponents.

Figure 141: Inhouse Flag set on Top Alternative Level and on Sub-component alternatives
The setup in Part-Depot Setup screen is complemented with further Inhouse Flags for all
subcomponents. Additionally the Alternative Flag for WEST_DIG is checked. For Jump over
Alternative Components to work, the Alternative Flag is needed to be checked at the parent level
of all alternative components.
Flag
Inhouse
Flag
Pull
Flag
Alternative
Flag
Prioritized
Flag
CM1 WEST_DIG Checked Checked Checked
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Table 242: Part-Depot setup screen
On-hand inventory of 50 units is added on the subcomponent WEST_DIG_C1:
Depot Part Qty Adjustment Total
Available
CM1 SEAG 200 0 200
CM1 WEST_DIG_C1 50 0 50
Table 243: Inventory screen
The Jump over Alternative Components checkbox is checked in the Constraint Based Plan
workbench.
The Demand Bottom Up Pegging report shows following results:
Bucket
Date
Malt Req Matl Req Short Matl Req Release Depot Part
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 50 0 50 CM1 SEAG
05/24/2010 50 50 0 CM1 WEST_DIG
05/24/2010 50 0 50 CM1 WEST_DIG_C1
The system will first verify the on-hand inventories of the WEST_DIG branch due to higher share
starting with the WEST_DIG component. It will then move the next step down to the sub-components
(as the Jump over Alternative Components checkbox is checked) and verify the on-hands of the
WEST_DIG_2 and WEST_DIG_1 sub-component alternatives. Here 50 units of WEST_DIG_1 are found
which will be reserved for the consumption. As next, the SEAG branch will be checked for inventory top
to bottom. As SEAG contains enough inventory to satisfy the remaining portion of the demand (100-
50=50), here 50 units will be reserved for the consumption.
The Jump over Alternative Components checkbox initiated the check for on-hands on the
subcomponent level, where the alternative WEST_DIG_C1 belongs to. No proposals will be generated
in this case, as WEST_DIG_C1 is an alternative to WEST_DIG_C2 (either one or the other is required
to replenish WEST_DIG).
If no Jump Over Alternative Components checkbox is set, the on-hand inventory on subcomponent
level is ignored. The planning results in the Demand Bottom Up Pegging screen show the following:
The planning results presented in the Demand Bottom Up Pegging screen:
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Bucket
Date
Malt Req Matl Req
Short
Matl Req
Release
Depot Part
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 100 0 100 CM1 SEAG
5.6.5.4 In-house Consumption With Pull Flag
The Pull Flag marks the depotpart combination, which has to be replenished in full lots (Min/Mult
qty).The Min/Mult qty is considered with the very first pulled unit.
The setup of our first modeling example is as follows:
Product STORAGE has two alternative components WEST_DIG (50%) and SEAG (50%).
There are 50 units on-hand stock for components WEST_DIG in VH1 depot.
The Pull Flag is set for the WEST_DIG in the CM1 depot.
Figure 142: Inhouse consumption with Pull Flag on
The Part-depot screen setup shows the following:
Flag
Inhouse
Flag
Pull
Flag
Alternative
Flag
Prioritized
Flag
CM1 WEST_DIG Checked Checked Checked
VH1 WEST_DIG Checked Checked

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VH1 SEAG Checked Checked
Table 246: Part-Depot screen
The Process screen setup shows the following:
Depot Part Process Process Type Min Order Qty Mult Order Qty Split
CM1 STORAGE HDD_ASSY_1 Production 100 100 100
CM1 SEAG VH1 Depot 1 1 100
CM1 WEST_DIG VH1 Depot 100 100 100
VH1 WEST_DIG SUPPLIER_B Supplier 1 1 100
VH1 SEAG SUPPLIER_A Supplier 1 1 100
Table 247: Process Screen
When the Pull Flag is set, the Min/Mult Qty defined as 100 units means that parts should be
replenished in full lots. That is, the full lot is 100 units.
The Bill of Materials shows components dependencies on parts.
CM1 STORAGE HDD_ ASSY_1 SEAG GROUP_001 1 50
CM1 STORAGE HDD_ ASSY_1 WEST_DIG GROUP_001 2 50
There is on-hand inventory for WEST_DIG of 50 units in VH1 depot.
After the planning run, the Demand Bottom Up Pegging report shows following consumption (Pull
Flag is on):
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 100 100 0 CM1 WEST_DIG
05/24/2010 100 50 50 VH1 WEST_DIG
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The result shows that even though the Split between SEAG and WEST_DIG is 50/50, only the
WEST_DIG component was used to satisfy the demand on STORAGE. The reason is the on-hand stock
on the WEST_DIG component in VH1 depot and the fact that it should be replenished into the CM1
depot in full lot (due to Pull Flag), which is 100 units. The primary demand on STORAGE is exactly
100 units, which is equal to the full lot size. This explains why the alternative split of 50/50 between
SEAG and WEST_DIG was not followed.
When the Pull Flag is not set, the results in the Demand Bottom Up Pegging report shows that the
alternative split 50/50 between SEAG and WEST_DIG was followed by the system.
Bucket Date Malt Req Matl Req Short Matl Req
Release
Depot Part
05/24/2010 100 100 0 CM1 STORAGE
05/24/2010 50 50 0 CM1 WEST_DIG
05/24/2010 50 50 0 CM1 SEAG
05/24/2010 100 50 50 VH1 WEST_DIG
05/24/2010 50 50 0 VH1 SEAG

5.6.5.5 Use-Up With Jump Over BoM
Assuming that two assemblies have a common substitute part (e.g. a motherboard). The first
assembly MODULE_A is used for a high value end product, the second one MODULE_B for low value
products:

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Figure 143: Use Up Scenario
For the low value product, an alternate group is defined, which contains the motherboards
MAIN_BOARD3, MAIN_BOARD4, MAIN_BOARD5 as alternate parts. The preferred part is
MAIN_BOARD5. If a demand for the low value product shows up at the production site, the standard
supply allocation logic checks if MAIN_BOARD5 is available and can be consumed accordingly. If not,
MBD_3 and MBD_4 can serve as alternate parts.
From a business point of view it now might make sense that MAIN_BOARD3should be used preferably
for production of the high value product. So, if MAIN_BOARD3 is available in the CM1 and
MAIN_BOARD4 is not, but it can be replenished from the Hub Depot VH1, the planning should consider
the hub inventory of MAIN_BOARD4 and consume it instead of using MAIN_BOARD3. In other words: It
shall be ensured that MAIN_BOARD3 is the last allocation choice for assembly MODULE_B although no
orders are present for assembly MODULE_A.
In our example, applying the Inhouse Flag to:
MAIN_BOARD5 at CM1
MAIN_BOARD4 at CM1
MAIN_BOARD4 at VH1
and checking the Jump over Bill of Material checkbox, will ensure that the material availability is
checked using exactly this order. The user-defined logic therefore ensures that MAIN_BOARD3 is the
last allocation option in order to maximize the availability for the high value assembly.
5.7 Material Requirements Planning
5.7.1 Overview
As already indicated by its name, unconstraint planning does not consider system constraints for the
creation of the planning result. Even if in reality constraints do exists, an unconstraint planning run will
ignore these constraints and "pretend" they were not there.
Unconstraint planning is commonly used in situations where specific parts are not supposed to delay
the delivery of a product. Those components should not constrain the plan, but they still need to drive
material requirements through the bill-of-materials. An example for this would be the screws. Most
likely there is no detailed planning needed on commodities like screws, but one still needs to know
what and when to purchase from suppliers.
In the following figure, a finished product SKU is assembled-to-order, both a final assembly operation
and two sub-assembly manufacturing operations, plant 1 and 2, are part of the value-add process.
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Component parts are sourced from different suppliers. In this example, component X could be a screw:
It is sourced from two different commodity suppliers.
Figure 144: Complex Supply Network
5.7.2 Input
The Input data for the Material Requirements Planning (Unconstraint Based Planning) is the master
data, together with the prioritized Primary Demand, Inventory and Firm Supply.
Material Requirements Planning screen allows users to plan without consideration of constraints. It
provides the possibility to check in the checkbox Create Pegging which initiates the Pegging Creation
after the Material Requirements Planning process.
Figure 145: Material Requirements Planning screen

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5.7.3 Logic
Unconstraint planning ignores any resource constraints, no matter whether the real demand exceeds
the constraint resource or not. If it does, i.e. the demand exceeds the available resources, unconstraint
planning will "overbook" that specific resource. Overbooking means that the system allocates a
resource even though it cannot deliver.
Example: The following example describes a component that is out of stock. The external supplier of
that component promises a purchasing lead time of two weeks, that means it takes two weeks after a
new purchase request until a component will be available in stock. If the system determines that our
component is needed on Monday next week, it will then book the needed amount virtually out of stock,
regardless of the fact that the component is not there. Consequently, the projected inventory for next
Monday will be less than zero. After two weeks (the purchasing lead time), the system assumes a
delivery of that component into stock, bringing it back to zero (or whatever the target inventory might
be).
5.7.4 Output
The output of the Material Requirements Planning process are the on-time deliveries, overbooked
supply (negative Inventories). The output results are stored to following tables: DELIVERY, DEMAND,
SUPPLY, WOP_DETAIL, CONSUMPTION.
5.8 Create Pegging
5.8.1 Overview
The most fundamental concept within ICON-SCP is the unique ICON-SCP Pegging approach. The term
pegging describes a relationship between demand and supply. This relationship is determined by ICON-
SCP in every planning run and decides which supply element throughout the entire planning network
should be used to fulfill a specific demand. Hence, ICON-SCP allocates supply for demand.
Different from other planning systems, ICON-SCP provides this pegging information not on an
aggregated level to match overall demand and supply, but rather on an order by order level. That
means that each individual demand element allocates an individual supply element anywhere in the
entire supply network.
Note: This allocation is not a hard, but a soft allocation. Please compare chapter
5.6.3.5 for a detailed description of the ICON-SCP Smart Allocation approach. This is
the prerequisite in order to be able to provide concepts such as order-based advanced
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demand prioritization and shortage resolution logic. These concepts are explained in
further detail in the following paragraphs.
5.8.2 Input
The purpose of the Pegging module is to match each demand element with one or more supply
elements. A demand element in this context may be primary demand or demand on component level
and also demand on order line level. The Pegging module runs after the planning module and takes the
output of the planning module (demand- and supply elements with date available and quantity) as
input.
Create Pegging screen facilitates creation of pegging structure based on current planning results
matching of each demand element with one or more supply elements.
Figure 146: Create Pegging screen
5.8.3 Logic
Pegging uses a strategy to decide which supply elements should be matched with which demand
elements. Potential strategies are:
The released quantity should be maximized
Early demands should get finished goods inventory
High prioritized demands should get finished goods inventory (FGI)
There is no preference between finished goods inventory and work orders
In the below graphic, demand element D1 needs to get early supply (Finished Goods Inventory - FGI)
in order to be delivered on-time whereas demand elements D2 and D3 could potentially select any of
the supply elements (FGI, S1, S2). However if D2 and D3 would select FGI first there would be no
sufficient early supply left for D1.

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Figure 147: Demand and Supply
The above example shows that there may be many valid pegging results to a given planning result.
While planning results are generated on aggregated demands, pegging results are based on individual
demand elements.
Pegging always applies to the complete demand picture (Customer Orders, Forecast, Additional
Demand, Inventory Reservations) and takes into account capacity reservations and soft constraints
(min/mult, inventory targets, desired range of coverage for inventory (lower control limit)).
The below graphics highlights again that on each level of the plan pegging potentially has many
options of how to assign supply elements (green bullets) to the demand elements (blue bullets): A
portion of the finished goods inventory that is currently assigned to demand with priority 1 could as
well be replacing the 20 units of the work order that is currently assigned to demand with priority 2
and vice versa without changing the scheduling result of any of the demand elements.

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Figure 148: Pegging tree (demand and supply)
In general there is no guarantee, that early or high prioritized demands prefer FGI over other supply
types. The priority sequence and the completion date define the sequence with which demands are
able to choose supply during pegging.
1. The first step of pegging does a demand supply match by depot for each depot /part in the
network
2. In the second step the local depot/part peggings are connected. Whenever the planning step
indicated a request and confirmation from a lower level process (constraint result) the demand
from the demanding process and the supply from delivering process are now connected.
Note: There is NO guarantee, that the pegging step uses exactly the supply, that was
originally created in the planning step.
5.8.4 Output
The output of the Pegging process is the allocation of the supply to early demand. The output is stored
to the PEGGING table holding the pegging-network.

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5.9 Reallocation
5.9.1 Overview
Reallocation planning step reallocates supplies to demands. This business process modifies the pegging
result by allocating preferred supply to higher priority demands, if possible. The normal pegging
process allocates the supply to early demand first ignoring the demand priority. This way, pegging first
yields a feasible allocation of supply to demand that is then improved by reallocation.
5.9.2 Input
The input data for the Reallocation process are the Pegging results.
Reallocation screen facilitates reallocation of preferred supply to higher prioritized demands.
The procedure for Reallocation is defined by making the appropriate selection in the Reallocation
dialog box shown in figure below. In the upper part of the dialog, the Input sources for reallocation
information can be chosen. In the Allocation Order section the prioritization strategies can be
selected. The Supply Types section defines which types of supplies should be preferred, while in the
last section, the algorithm tries to repair violated process share constraints if the checkbox is checked.
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Figure 149: Reallocation screen
List
Controller If specified, data is preselected by Controller
Demand Prioritization Demand Strategy:
TIME: earlier orders are prioritized higher,

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NUMERICAL: the priority-value of the demand is used (lower values are
prioritized higher).
Supply Prioritization Supply Strategy:
ASAP: As Soon As Possible, earlier supply is preferred
JIT: Just In Time, the latest feasible supply is preferred
Supply Types Defines which types of supplies should be preferred (= allocated to the
high-priority demands) and in which order. If the preferred supply types
list is empty, reallocation is performed using only the chosen strategies.
Post Processing:
Repair Demand
If Repair Demand Shares is checked, the algorithm will try to repair
violated process share constraints. This is done by replacing supplies of
one process exceeding the share with available (=currently unused)
supplies of processes which have a lower share than expected.
The shares are repaired for the overall picture (all orders and the whole
planning horizon). The shares are treated as a soft constraint, i.e. the
result may or may not yield the requested shares for all processes.
Pegging:
Recreate Pegging
If this box is checked, Recreate Pegging is using the chosen strategy
instead of performing reallocation. This can be useful if the planner is
trying to apply the strategy to a plan with many proposals which might
prevent reallocation because of date conflicts.
As the whole pegging structure is recreated, the part-depot filter will be
ignored.
Table 251: Reallocation dialog box description
5.9.3 Logic
In order to always come up with a valid pegging result, the pegging module allocates supply to early
demand first (ignoring the demand priority). This leads always to valid results, but not necessarily to
the results a user would expect.
In general the user would expect, that the highest priority demand gets the preferred supply (supply
type) when possible. Additionally the flexibility to define the highest priority demand and the
preferred supply is desirable.
There are different prioritization strategies for Demand and Supply (which can be selected in the
Reallocation dialog box in the section Allocation Order) that will be explained further:
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Priority Strategies:
Demands can be prioritized by either their numerical priority (the lower the number, the higher the
priority) or their due-dates (the earlier it must be delivered, the higher the priority).
There are two strategies on which supply should be used by which demand: Just in Time (JIT), where
the latest possible supply is used for a demand, or As Soon As Possible (ASAP), where the earliest
available supply is allocated to a demand.
This picture shows NUMERICAL/JIT and NUMERICAL/ASAP prioritization for a simple product (blue
arrows indicate connections that are the same for both strategies):

Preferred Supply:
In addition to the supply prioritization strategies (ASAP/JIT), some supply types could be preferable
over others. If stocked supply is preferred, the NUMERICAL/JIT strategy would assign the preferred
(but earlier) supply to D2, instead of using the latest supply:

D1, prio=10 D2, prio=0
Supply to be procured Supply On Hand
Demand I1
Supply I1
D1, prio=10 D2, prio=0
Item I1
Item I2
Item I3
Demand I1
Supply I2
Demand I2
Supply I3
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Example: if the user moves OH and PO into the preferred list, the algorithm will allocate the OH-
supplies to the highest prioritized demands and then the POs to the next-higher prioritized demands.
All other supplies are treated equally.
The Reallocation module tries to modify the pegging result to allocate preferred supply to high priority
demands. The process is repeated over the complete pegging tree in one pass-through sequence (one
knot is only evaluated once).
Let us consider an example where the Reallocation calculation is illustrated step-wise. We will consider
the settings defined in the Reallocation dialog box in the previous chapter:
Demand: NUMERICAL
Supply: ASAP
Supply Type: OH
The left figure below shows the planning results after the Pegging process which is the input for the
Reallocation process. The right figure illustrates the Reallocation Step 1 result. Further down in this
chapter, the end step of the Reallocation process is explained.
Figure 150: Reallocation Step1

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There are three customer orders each with a demand of 100 units with priorities 1, 2 and 3 (green
bullets). The Pegging process delivers following results:
1. The 50 units of Prio1 CO can be covered with OH (available on stock) and the other 50 units
with PO. The latter 50 units need to be procured from the Contract Manufacturer.
2. The 100 units of Prio2 CO have to be procured entirely.
3. Finally the 100 units of Prio3 CO are entirely available on stock.
In case the Prio3 order has an earlier Demand Date than Prio1 order, we are able to deliver the Prio3
CO on-time, but the Prio1 CO might be late (e.g. due to the lead time). For that reason, the highest
priority CO should get OH if possible.
Reallocation process accomplishes following steps:
Identifies, that highest priority order does not peg against OH
Exchanges pegging branches where possible
Unifies pegging knots (in our example: 50 OH + 50 OH => 100 OH)
Thus the Reallocation result Step 1 is the exchange of pegging branches between Prio1 CO and Prio3
CO and unification of 100 OH units of the Prio 1 CO.
Now the same exchange needs to be done between the Prio3 CO and the Prio2 CO. The Prio2 CO (has
the higher priority than the Prio 3 CO) has to be procured entirely while the Prio 3 CO still pegs to OH
(50 OH units directly, and 25 OH units from the CM -> see the result of Step1). The goal is to peg
higher prioritized demand to OH if possible.
Finally, the Reallocation process result of Step2 would provide a satisfying picture of pegged demand
to supply:
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Figure 151: Reallocation - final result
5.9.4 Output
The output of the Reallocation process is the reallocation of the supply to higher prioritized demand.
The output is stored to the PEGGING table holding the updated pegging-network.
5.10 Calculate Release Status
5.10.1 Overview
The releasability of demands is determined during planning, whereas the execution of a release is
performed by the ICON-SCP Release Framework.
The process considers all deliveries (as in the Delivery Plan report) as well as the conditions under
which the deliveries are releasable and calculates the release status of the deliveries. The deliveries
(demand) have to meet certain conditions in order to be releasable, e.g. to peg against qualified
supply, to be within the selected release window and to be unprohibited for the release.
5.10.2 Input
The input data for the Calculate Release Status process are deliveries (demand) that can be viewed in
the Delivery Plan report. Additionally the conditions under which the demand is considered to be

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releasable, defined in the Material Attribute screen are part of the input data. At last, the locked
parts/orders are included into calculation to ensure that the deliveries depending on these parts/orders
do not show up as releasable.
Now the time frame needs to be defined for which the release status should be calculated. The time
frame or so called release window, is defined through Calculate Release Status dialog box in days.
Figure 152: Calculate Release Status screen
Calculate Release Status screen facilitates the release calculation using the given release window.
The calculation of the release window starts with the current date. A planner can enter certain number
of days e.g. 90 for which he/she requires information about which deliveries are releasable within the
next 90 days.
Example: We will first take a look into the Delivery Plan report and focus on the delivery with Order
Item Nr Order102200. The order is expected to be delivered in the Depot D2 on 6/25/2010
(Delivery Date).

The conditions under which demand is considered releasable is defined in the Material Attribute table.
As part of the input data, Material Attribute screen will be explained in the following chapter.
5.10.2.1 Material Attribute Screen
In the Material Attribute screen one may define the conditions under which demand (Customer
Orders, Forecast, Inventory Reservations and Additional Demand) items are considered releasable by
the release module of ICON-SCP. This supply is referred to as Qualified Supply. Any supply receipt in
any location may be defined as releasable. Such definition can be done and adjusted over time in a
flexible way using a maintenance report Material Attribute.

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In the below screenshot demand generated in depot DC2 by customer orders is considered
releasable/feasible if all of its components that are constraining only peg against OH/PROP/FIRM
supply in only one receiving depot CM1:
Figure 153: Material Attribute screen
Attribute Must be RELEASE
Target Type Demand Type for which releasability or non-shortness is being defined. Possible
values are:
CO: Customer Orders
FC: Demand Forecast
Target Location Location (Depot) for which demand releasability is being defined.
Receiving Type Supply Type of supply that fulfills the demand of type Target Type in the location
Target Location. Possible values are:
FGI: On Hand Inventory (Finished Goods Inventory)
FIRM: Any kinds of firm supply

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PROP: Newly generated proposals
Receiving
Location
Location (Depot) that provides supply to fulfill the demand of type Target Type in
the location Target Location
Table 252: Material Attribute report results
5.10.3 Logic
5.10.3.1 Releasability of Demands
During planning, for every single demand element a decision is made what supply is consumed in order
to fulfill the demand. Based on this pegging information, it is deducted if a demand element can be
released (to production). In case of that the demand pegs on qualified supply, the order will be marked
as releasable, otherwise it will not be proposed for release.
Releasable Customer Orders, Forecast, Inventory Reservations and Additional Demand show up with a
Release Code R in the Ack Date report if they are releasable and their release date (PSD,
Production Start Date) is within the release horizon. If the release date (PSD) is outside the release
horizon but the release conditions are still met, they are displayed with a Release Code of F
(feasible).
For a primary demand item (Customer Order, Forecast, Additional Demand, or Inventory Reservation)
in a certain depot (location) to be releasable or feasible all its constrained lowest level components
need to only peg against supply in depots and supply type combinations as defined in the Material
Attributes screen. This supply is referred to as Qualified Supply. The lowest level components of a
demand item may be retrieved through the Top Down Pegging Report. In order for a demand item
to be releasable, all components in the Top Down Pegging Report that are constraining need to peg
against supply that is set up in Receiving Type/ Receiving Location.
Example: Considering the example in the Input chapter, the Order Item Nr Order102200, the
conditions defined in the Material Attribute screen we want to calculate the release status for the
following 30 days. Therefore 30 days release window will be entered in the Calculate Release Status
dialog box. (our CURRENT DATE is 05/15/2010, the PSD on the 6/19/2010, and the Due Date of the
order is 06/25/2010)
Following results can be reviewed in the Ack Date report:
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The customer order Order102200 is marked as releasable (Release Code R).
5.10.3.2 Releasable vs. Feasible
Besides the pegging information combined with the releasable attributes of supply elements, a Release
window timeframe is considered as well in order to determine if a demand shows up as releasable.
Demands which exclusively peg on qualified material and their Product Start Date (PSD) is
within the Release window timeframe will show up as releasable.
Demands which exclusively peg on qualified material but their Product Start Date (PSD) is later
than the Release window timeframe, show up as feasible.
All other demands show up as non-feasible (empty cell).
Example: The order Order102200 has the PSD on the 6/19/2010 (and the current date in our
system is considered to be 05/15/2010). If the planner would define the release window 15 days
instead of 30 days and trigger the calculation, the results in the Ack Date report would look like
following:
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The customer order Order102200 is marked as feasible (Release Code F). For the calculation of
the days, the business calendar of the Target depot is used, as defined in the Calendar Workbench
screen.
5.10.3.3 Releasable vs. Locked
Besides the pegging information combined with the releasable attributes of supply elements, a locking
mechanism is in place in order to prohibit certain demands from being released. There are two types of
locks: part based locks and order based locks.
All demands independent of their release status can be marked as locked, if at least one lock definition
applies to the Demand.
Part based locks can e.g. consider engineering or production based constraints (to e.g. not use a
certain part, component or subassembly). Order based locks can be used to block a specific order to
not be released unless the lock reason is lifted (e.g. customer qualification process).
In order to further analyze the lock reason of a locked demand, the Locked Order report provides
details.
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Example: The part SYSTEM_2 will be locked. This part is needed for the order Order102200 that
we examined in our previous example. First we will enter the part into Part Lock screen together with
Target Type, Depot, Target Depot and the Lock Scope and save it.

Second, the recalculation of the release status needs to be processed in the Calculate Release
Status dialog box. Independent on the current release status of the order, the locked part will affect
the order to be locked as well:

The Release Code shows L, the order Order102200 is locked (as well as all other affected orders
which require the part SYSTEM_2). Irrespective of the fact that the delivery is pegging against qualified
supply as defined in the Material Attributes screen, the order is locked. The locking mechanism
overrules definition in Material Attributes.
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5.10.4 Output
The output information of the Calculate Release Status process is the calculation of the releasability of
the deliveries and applying release status to the processed demand: Releasable R, Feasible F or
Locked L.
The Ack Date report provides an overview of the release status that has been determined by the
Calculate Release Status process.
5.11 Shortage Analysis
5.11.1 Overview
From a planners point of view, it is important to receive information from the planning system how the
planning results can be explained in terms of what are the reasons for delayed deliveries. Furthermore,
the planner will be interested in improving the planning results and will start to trigger actions which
will allow for more on-time demand deliveries. The ICON-SCP Shortage module gives advice on what
needs to be done. It provides answers on the following questions, which consequently might be raised
by planners:
What demands (e.g. customer orders) are delayed?
What material (component, subassembly) causes the delay in fulfilling a customer order?
What capacities (e.g. production lines) delay production and deliveries as well?
What is the extent of the shortage of material or capacity? How many units need to be
replenished in order to solve the issue?
What is the most critical shortage?
Which materials currently do not show up as real constraint but at least need to be monitored
as well?
5.11.2 Input
Shortage Analysis is a planning function that makes a post-planning analysis over the results. It helps
to determine the shortage-reason by comparing the ideal and executable results.
Figure 154: Shortage Analysis screen

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5.11.3 Logic
5.11.3.1 Shortage Calculation
Due to several alternatives within the supply-network it is neither possible nor reasonable to determine
a pre-defined ideal demand date for materials. Such ideal demand date would describe the ideal
replenishment plan, basically ignoring constraints. If such ideal plan would be available, the shortages
might be identified by comparing the ideal vs. the executable replenishment plan.
As this approach very likely will lead to misleading results, the ICON-SCP Shortage Analysis module
works as described in the following.
After the actual planning run, decisions are known on what alternatives will be used, and the latest
feasible date for any demand can be calculated. In order to identify reasons for shortages, a post-
planning step is executed, considering demands on component level. Any component will be planned
accordingly to the latest feasible demand profile.
Example: The problem from a planning perspective:
A product P requires two components, named A and B. B is short and therefore demand fulfillment
(e.g. customer orders) will be postponed until B becomes available.

Assuming that material B has a replenishment lead time of 30 days. Consequently, the withdrawals of
component A will be postponed, too due to synchronization constraints. If the supplier of A is more
flexible than the supplier of B (e.g. LT=1 day), the replenishment plan for A will be the same as for B
and doesnt give any hint which component actually caused the delay during planning.
In the above example, the flexible supplier of A is able to fulfill the demand at its latest feasible date
and therefore no stock-out occurs on A, yet on B. Consequently, B is the problem.
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5.11.3.2 Shortage Dependencies
The above scenario will be changed in the way that there is sufficient FGI on component A, and A and
B shall have the same replenishment lead time. Moreover, there is a low-prioritized Customer Order
that requires only A.
In such scenario the high-prioritized CO on P will be postponed until B (and A!) can be procured. For
that reason the low-prioritized CO on A can be fulfilled and pegs on FGI. Consequently, it will be
displayed as releasable.
But from a shortage point of view, both components A and B are short. And if we ask which Customer
Order is affected the answer will be: both. The high-prioritized one depends on the shortage of B and
the low prioritized one depends on the shortage of A.
Conclusion: The order can be released but one must be aware of consuming material
required for a higher prioritized order that cannot be built because of another
component.
5.11.3.3 Shortage Types
The example of the last section shows that a shortage may have different reasons and that a more
detailed shortage description is required. The ICON-SCP Shortage Analysis module uses two conditions
to identify shortages on component level:
1. Pegging Date, i.e. the secondary demand date on component level, vs. the latest feasible date
is the date when material should have been booked out (at the latest possible point in time) to
still complete all steps for a on-time delivery of the driving primary demand.
2. Backlog of re-planning latest feasible demands on component level.
Reason Description Backlog
HARD_SHORTAGE Delivery delayed and component or capacity based
analysis indicates that component or capacity is a true
bottleneck at Latest Feasible Date
Backlog
SOFT_SHORTAGE Delivery currently delayed but component or capacity
based analysis indicates that the component or capacity
is not a true bottleneck and is able to clear, when all
HARD shortages of the demand are cleared
No backlog
POTENTIAL_SHORTAGE Delivery not delayed but component or capacity based
analysis indicates that the component or capacity
becomes a true bottleneck at Latest Feasible Date when
Backlog
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all demands with higher priority clear their HARD
shortages
NO_SHORTAGE For the specific delivery, the component or capacity is
not a bottleneck, but for other demands requesting the
component or capacity with the same Latest Feasible
Date the same component or capacity is a bottleneck
component or capacity. Thus overall, the component or
capacity is short, but the demand is not impacted (due
to high enough priority)
No backlog
RESPONSE_TIME Order request date is inside production lead time. All
components or capacities are available, but due to
internal LT or order synchronization, order is still late
No backlog
LATE_FSO Shortages pegged to a FS that arrives late, but inside
lead time
Backlog
Table 253: ICON-SCP Shortage Types
In the upper example the high prioritized CO on P will raise two shortages:
a hard shortage on B, and
a soft shortage on A.
Whereas the low prioritized CO on A will raise a potential shortage on A.
5.11.4 Output
The output of the Shortage process is the identification of the shortage reasons. The output is stored to
the SHORTAGE DETAIL table holding the shortage reasons for each component that is identified as to
be short.
5.12 Forecast Commit
5.12.1 Overview
The Forecast Commit process step constitutes the link between order based supply chain planning and
forecasting. The task here is to save the current delivery plan as a named forecasting series. The
available delivery plan based on the selected criteria will be saved as series with the selected forecast
commit type (FC Type). The Delivery Date from the Delivery Plan is taken as the Effective Date in
the forecast series.
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5.12.2 Input
Input data for Forecast Commit process is the available (current) delivery plan.
The procedure for Forecast Commit is defined by making the appropriate selection in the Forecast
Commit dialog box shown in figure below. In the upper part of the dialog, the Input sources for FC
Type are chosen. The lower section the Output - defines if and how the results are merged with the
available records.
Figure 155: Forecast Commit dialog
FC Type For the time series that are resulting from the process, forecast type will be
applied with selecting the FC Type from the pull down menu
forecast

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deleted
Table 254: Forecast Commit dialog box - description
5.12.3 Logic
The available delivery plan based on the selected criteria will be saved as series with the selected
forecast commit type (FC Type).
A typical use case, is to load the current delivery plan as previous commit time series. This series is
then, during the next forecast processing cycle, used for the classification of forecast.
5.12.4 Output
The result of Forecast Commit process is saved to FORECAST table where it is available for further
planning steps.
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6 User Interface
ICON-SCP contains a friendly user interface consisting of menus, short menus and shortcut keys. The
menu configuration usually is controlled by the Customers System Administrator and can be
configured in accordance with business requirements. Actual screens can also be customized by
System Administrators, including the functions of which fields get displayed, field labels, formatting
etc. The customization is user group specific, meaning that different user groups can see the screen
differently, if required. The Client Help menu provides you with easy access to system literature.
ICON-SCP Installation and
Access
Demonstrates how to install, start, access and close ICON-SCP
Elements of the ICON-SCP
Screen
Describes the elements of the ICON-SCP screen
Maintaining and Editing
Data
Explains how to edit and maintain data
Using ICON-SCP Data
Outside of the Application
Provides details about which formats are supported for the usage of
ICON-SCP Data outside of the application, how to copy and paste all
data and how to export or import files
Further Tools This chapter explains pivot tables, the calculator, split screens, open
window information, statistics, the find tool and the auto fit columns
tool.
Admin Tools (SysAdmin) Describes the tools which are available from the SysAdmin menu
Miscellaneous Shows ho connection will be re-established and the configured business
processes
6.1 ICON-SCP Installation and Access
6.1.1 Installing ICON-SCP
Execute the following steps to install ICON-SCP on your workstation:
1. On the Windows taskbar, click on Start
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2. In the Search programs and files window, type in Run and press Enter

3. In the Run dialog box, enter the folder name where the ICON-SCP 11.0.msi file is located
or click Browse to navigate to the respective folder.
You can find the ICON-SCP 11.0.msi file on a shared network drive like in the example above
or, if a CD was provided, on your local CD-ROM drive.
4. Click OK to confirm the path.
5. Start the ICON-SCP 11.0.msi file.
The following window appears:

6. Click Next and follow the installation instructions.
6.1.2 Starting ICON-SCP
After the installation, the ICON-SCP Login screen will open up automatically. If you wish to log in to the
ICON-SCP Client at some later point of time, you can proceed as follows:
1. Double-click the ICON-SCP shortcut on your desktop:
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2. If you dont have a shortcut on your desktop, the following steps are necessary under Windows
XP/Vista/7:
2.1. On the Windows taskbar, click on Start
2.2. Select All Programs
2.3. Select the desired ICON-SCM

2.4. Click ICON-SCP 11.0
3. With appropriate editing of your Startup folder, you can also start ICON-SCP automatically
each time you start up your computer. For further information, see the documentation of your
operating system.
6.1.3 Logging into ICON-SCP
When starting ICON-SCP, the application will prompt for your login credentials and the INI-File.
Before you enter your login credentials, first you should locate the INI-File and select the environment.
The INI-File and the Environment is a one-time-setup, meaning, next time you start the ICON-SCP
client, you will only need to enter your login credentials and the client will be started.
6.1.3.1 Locate the INI-File
The INI-File contains the connection properties to all available ICON-SCP environments.
1. Navigate to the Settings tab.
2. Define the location of the INI-File.
2.1. Typically, a central INI-File is set up on a shared network drive or a web server. To
access a HTTP INI-File on a web server you may be required to provide the HTTP user
name and password. Please locate the INI-file with the information that was provided to
you.
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2.2. Click on
3. Go back to the Login tab to choose the required environment.
If a central INI-File is used it does not necessarily mean that the user has access to all the available
environments listed in the central INI-File. It depends on which environment the user account has
been created.
6.1.3.2 Select the Environment
You can select the environment:
1. Select the desired Environment from the drop-down list
2. or the History
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When starting ICON-SCP next time, the user will see the previously used environments in the History.
By clicking on an environment in the History the login process will automatically start. In this case
there is no need to re-enter user name and password if the application was allowed to remember it.
6.1.3.3 Enter Login Credentials
Enter your login credentials to open the ICON-SCP Client:
1. Enter your User Name and Password in the respective fields
Your login credentials such as user name and password were provided to you by a super user
or the icon-scm support organization.
2. Mark the Remember checkboxes if you want the application to remember your user name
and/or password.
3. Press Login to continue.
You have finished logging into ICON-SCP successfully.
It is recommended to change the password after the first login.
6.1.3.4 Change the Password
After the first login to ICON-SCP it is recommended to change the password.
1. On the User Profile menu, select User Profile
2. In the User Profile screen click the Change button for the selected user.
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3. Enter the old password
4. Enter the new password twice to confirm the change
5. Press OK
The password is changed.
6.1.4 Closing ICON-SCP
If you have made changes in one or more windows since the last save, ICON-SCP asks you before
terminating whether you wish to save the changes or not.
You can terminate ICON-SCP in three different ways:
On the File menu, click Exit, or
Press Alt + F4, or
Double-click on the Application Control menu field.
6.2 Elements of the ICON-SCP Screen
This section describes the elements of the ICON-SCP screen.
6.2.1 User Profile
The User Profile screen is the central screen for the user to maintain his user details such as full
name, email, language and this is also the screen where the user can change the password.

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Figure 156: User Profile
6.2.2 Menu Bar
The Menu Bar is normally positioned below the title bar at the upper edge of the application window.
There are two different display modes:
Classic: contains all ICON-SCP function groups
TDI/Accordion

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6.2.2.1 Changing the Menu Display Mode
You can change the menu display mode:
1. On the User Profile menu, choose Menu Style, and then click TDI/Accordion
2. For the change to take effect restart ICON-SCP
Note: When TDI/Accordion is activated, configured menus are moved to the left of the
screen.
3. Click on a menu item in the lower half of the Accordion menu to display the full menu tree in
the upper half:
6.2.3 TDI Toolbar
The TDI Toolbar is usually located on the top left of the application window. It displays the name of
the working scenario a user is currently working in
The number of icons available depends on the active window.

The following standard icons are available:

Retrieve the current open window/report File > Retrieve, Ctrl + R

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Insert Row File > Insert Row or Ctrl + I

Delete Row File > Delete Row or Ctrl + D

Save Changes File > Save Change or Ctrl + S

Filter Mode, opens up Specify Filter Window File > Filter > Mode or Ctrl + F

Query Mode File > Query > Mode, Ctrl + Q

Sort Mode, opens up Specify Sort Columns
window
File > Sort > Mode or Ctrl + O

Copy all data Edit > Copy Paste > Copy all data or
Ctrl + Shift + C

Paste opens the Select column window Edit > Copy Paste > Paste or Ctrl +
Shift + V

Load in MS Excel File > MS Excel > Load In

Pivot Table File > Tools > Pivot Table

Print File > Print > Print or Ctrl + P
Table 255: Icons description
6.2.3.1 Changing the TDI Toolbar Position
The TDI Toolbar position can be changed easily:
1. On the User Profile menu, choose TDI Toolbar, and then click Position.
A drop-down list appears.
2. Choose the position.
Clear the Visible check box to hide the TDI Toolbar.
6.2.4 Status Bar
The Status bar at the lower edge of the ICON-SCP window contains information about the current
status of the user interface and the planning server.

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1. User interface status information
2. Server Connect: allows quick connections to other planning servers only for System User
3. Server status information: e.g. server name and port, current planning status
4. Communication Log: opens Communication Log/Genesis status file only for System User
5.
Server Status: A user is connected to the server if a G is displayed with either green
or red background. If the background is green the planning server is idle, if its red
the planning server processes a recalculation or delivers a report
6. User: Active user name, which was entered at login
7. Information Log: opens Information/Debug Log file
8. Client Version: Indicates the client version
9. Calendar Week/Date/Time: System date and time of the workstation computer
Table 256: Status Bar description
6.2.5 TDI Tab
6.2.5.1 Changing the Style of the TDI Tab
You can change the style of the TDI Tab:
1. On the User Profile menu, choose TDI Tab, and then choose Style.
2. Select the respective style.
You can choose between the following styles:
Style TDI Tab
Default

Regular

Excel

Office 2007

Table 257: TDI Tab style
6.2.5.2 Changing the Position of the TDI Tab
You can change the position of the TDI Tab:
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1. On the User Profile menu, choose TDI Tab, and then choose Position.
2. Select the respective position.
6.2.6 TDI Treeview
The TDI Treeview describes the area of the left navigation bar.
6.2.6.1 Changing the Style of the TDI Treeview
You can change the style of the TDI Treeview:
1. On the User Profile menu, choose TDI Treeview
2. Select the respective style
You can choose between the following styles:
Expand Show Lines Show Separators
Table 258: TDI Treeview style
6.2.7 Theme
You can customize the theme of TDI and Tab.
6.2.7.1 Changing the TDI Theme
You can change the TDI theme.

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1. On the User Profile menu, choose Theme, and then choose TDI
2. Select the respective theme
You can choose between the following themes:
Default (OS
Settings)

Blue

Silver

Olive

Classic

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6.2.7.2 Changing the Tab Theme
You can change the Tab theme.
1. On the User Profile menu, choose Theme, and then choose Tab
2. Select the respective theme
You can choose between the following themes:
Themes Tab
Default

TDI Theme:
The Tab has the same color as the
TDI Theme, for example Olive

Table 259: Tab theme
6.2.8 Undock and Split Screens
6.2.8.1 Dock and Undock Screens
With the feature Undock the user can detach a window from the tab. The window will be separated
from the tab and can be moved around or maximized over the whole computer screen.
To undock a report from the tab, do a right click on the tab and select Undock from the menu.

All already opened reports are still attached to the tab area.
To dock a report back to the tab, do a right click on the tab and select Dock from the menu.
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Figure 157: Undock screen
6.2.8.2 Splitting Tabs into Two Sections
In addition to the Dock/Undock feature there is a Split feature where you can split the TDI into two
areas.
To show a report in the Split area, do a right click on the tab and select Split from the menu.

All already opened reports are still displayed in the left main area.

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Figure 158: Split tab
6.2.8.3 Splitting the Screen into Two Sections
Like in other applications, most ICON-SCP screens can be split horizontally into two sections.
Move the mouse pointer above the black area next to the horizontal scroll bar:

The mouse pointer changes its appearance and allows moving the split bar to the desired position.

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Figure 159: Split screen
The screens will remain split until you close the window or move the split bar back to its original
position on the left side of the scroll bar.
6.2.9 Search, Retrieve, and Filter
Search: The ICON-SCP wildcard character % allows you to define searches based on partial data. In
addition, any of the regular expressions can be used (such as <, >, <> etc.), essentially SQL style.
Retrieve: Based on the search criteria the data is pulled from the server to the workstation
(Retrieve)
Filter: To further narrow down the results, retrieved data can be easily filtered using the ICON-SCP
filter utility. Here a user or administrator is able to create a filter, and also save that filter for later
usage. Simple or sophisticated filters can be created using the ICON-SCP filter builder syntax.
There are two main methods to search for data:
Search criteria can be entered or selected in drop-down lists as available in most screens.
Search criteria can be entered in ICON-SCP Query Mode meaning the user can enter any type
of search criteria into any of the screen fields.
6.2.9.1 Wildcard Retrieval
The Retrieve functionality supports the wildcard character %. The following example leads to a result
where all records with part identifiers starting with SYSTEM are retrieved and displayed:

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Figure 160: Wildcard Retrieval
6.2.9.2 Retrieving Data Using Standard Filters
In many screens the search fields will provide a list of all existing values, so called list boxes. With a
few simple mouse clicks you can pick the data of interest from the list. However, you can also enter
the search text manually.

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Figure 161: Retrieval using standard filters
You can select data from a list box:
1. Click the arrow key of the list box
A drop-down list with available items is displayed.
2. Click on an item to enter the list
3. Press Tab to select the chosen item or click on the selected item.
The drop-down list disappears and the selected item is displayed in the box.
If you enter the first character(s) of the item before you open the list, the first item displayed in the
list matches the entered characters. In case there is no entry that matches, the list is empty.
If a depot or depot-family is already selected the part drop-down-box displays all available parts of the
selected depots and vice versa. The supported dependencies for standard filters are:
Depot / Part Filter
Part / PL / Controller Filter
Depot / Capacity Filter

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6.2.9.3 List Selection Tool
The List Selection Tool is available for selection of multiple items (e.g. multiple depots or multiple
parts) in most standard reports. Check the List radio button wherever it is available (e.g. Ack Date
Report).
For example, depot and part lists can be combined. The window for depot selection and part selection
are equal. For part selections, the following window appears showing all existing parts:
Figure 162: List Selection Tool
You can select parts:
1. Press Retrieve to view a list of all available values to the left.
2. Create the list of selected items on the right side by drag and drop or alternatively by using the
buttons in the center.
In the Add Parts or Add Depots input field you are able to manually enter entries and add them.
The list selection will remain while you are logged on, even if a screen is closed or the List Selection
Tool is temporarily deselected.

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6.2.10 Query Mode
Query Mode is a powerful tool to search and pre-select desired content on report results.
Here are some features:
The keyboard shortcut CTRL + Q switches to query mode and the query is executed with the
retrieve button.
Query criteria complement standard filter criteria.
A context sensitive dialog box is available to refine queries.
Filters based on column comparisons are possible.
6.2.10.1 Example Simple Query
This example shows a query of the Delivery Plan Report for Delivery Qty.
1. Activate Query Mode: right-click on the screen and select Query->Mode.
2. The report will be empty. You can now double-click in any row in the column Qty to enter the
query criteria. You can enter Qty > 100

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3. Click OK to get the desired result
The resulting data set will display all records with a Delivery Quantity higher than 100.
If only the filter value alone is entered as filter condition, an exact match (=) is executed.
If a > or < operator is entered before the filter value, all data records greater or smaller
than the filter value are selected.
Filter conditions with the operator LIKE as in LIKE PC% in a parts column select all parts
beginning with PC such as PC_A and PC_X1.
If filter values are entered in several columns of the same row, then the individual filter terms are
combined with the conjunction AND. If filter terms are entered across several rows, then the individual
rows are combined with the disjunction OR.
6.2.10.2 Performing Inquiries
In Query Mode, inquiries can be performed with multiple search or filter criteria. You can perform
inquiries:
1. Select the window
2. In the Files menu, choose Query Mode (CTRL + Q)
Note: The data records in the window vanish when Query Mode is activated, so that
the filter conditions can be entered.
The standard filter operator on all fields is = (equal to the filter condition entered).
3. Double-click the desired field
A data type specific query mode dialog to refine the filter condition opens.
4. Select the respective filter conditions
Note: Options are valid operators >, <, LIKE with wildcards %, BETWEEN in
combination with filter value(s).
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The retrieve of the report combines (AND) the entered query criteria with the
standard selection filters of the report (header).
The result of the query is displayed in the window.
6.2.10.3 Search Options
The below shows the data type specific search options both for simple query and query builder.
String Filter:
Figure 163: Querymode String Filter
Ignore Case sensitivity
Wildcard
Compare against other string column
Find Null values
Set IN-Function (e.g. where part IN())
Date Filter:
Figure 164: Querymode Date Filter
Between two dates
Compare against other date column (e.g. pegging_date > due_date)
Find Null values

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Numeric Filter:
Figure 165: Querymode Numeric Filter
Between two values
Compare against other numeric column
Find null values
6.2.11 Query Builder
The Query Builder is the advanced mode to define, modify and structure queries. Also, it is the
platform to store query statements and reuse previously stored queries. You can activate the query
builder via the file menu CTRL + Shift + Q or the funnel icon in the lower left corner of the
screen.
Figure 166: Query Builder

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In case a screen contains any pre-selection criteria the funnel icon appears framed:
6.2.11.1 Defining a Query Statement with the Query Builder
You can define a query statement with the Query Builder.

1. Activate the Query Builder with CTRL + Shift + Q from the active screen.
The section contains all table fields that are available for query statement.
2. Enter distinct attributes in any of the fields ANDs these attributes as query statement.
The Add button (2a) extends the current rule with the selected set of attributes as a new row
in the query section.
The Modify button (2b) overrides the existing highlighted row in the query section with the
current selection criteria.
3. Choose the conjunction criteria
The conjunction column determines if the individual query statement of consecutive rows are
ANDed or ORed. Note, that explicit brackets ( and ) around groups of selection criteria
might be necessary to get the desired query result (according to SQL logic: AND is stronger
than OR).
4. Double-click in any field in section (1)
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A column type specific Querymode dialog, that allows to detail the desired behavior with e.g.
wildcard, operators like </>, BETWEEN, column comparison and other options opens.
5. Press OK to memorize the query statement.
6.2.11.2 Saving a Query
You can save a query:
1. Select the window with the results
2. In the Files menu choose Query Save or save the Query in the Query Builder Screen
The saved query is listed among the queries for the selected window. Data can be copied from one
source and pasted into the query screen in case there is a lengthy list of search criteria.
6.2.12 Filter Dialog
6.2.12.1 Defining a Filter Statement with the Filter Dialog
You can define a filter statement with the Filter dialog.

1. In the File menu, choose the Filter dialog or press Ctrl + F
The section contains all table fields that are available for filter statement.
2. Enter distinct attributes in any of the fields ANDs these attributes as filter statement.
The Add button (2a) extends the current rule with the selected set of attributes as a new row
in the filter section.
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The Modify button (2b) overrides the existing highlighted row in the filter section with the
current selection criteria.
3. Choose the conjunction criteria
The conjunction column determines if the individual filter statement of consecutive rows are
ANDed or ORed. Note, that explicit brackets ( and ) around groups of selection criteria
might be necessary to get the desired filter result (according to SQL logic: AND is stronger
than OR).
4. Double-click in any field in section (1)
A column type specific Filtermode dialog, that allows to detail the desired behavior with e.g.
wildcard, operators like </>, BETWEEN, column comparison and other options opens.
5. Press OK to memorize the filter statement.
6.2.12.2 Saving a Filter
You can save a filter:
2. In the Files menu choose Filter Save or save the Filter in the Filter Screen.
The saved filter is listed among the filter for the selected window. The filter can be renamed. Data can
be copied from one source and pasted into the filter screen in case there is a lengthy list of search
criteria.
6.2.13 Stored Queries, Filters, and Sorts
Queries, filters and sort criteria can be stored for re-use. For example, if a user applies the very same
filter to a specific report every time he/she reviews the report, it is not required to enter the filter
criteria again. Instead, the stored filter can be applied.
Note: When saving filters, queries or sort statements, they will only be assigned to the
user performing this action.
6.2.13.1 Storing Queries, Filters, and Sorts
You can save a filter statement:
1. Define the Filter using the File > Filter > Mode dialogue
2. In the File menu, select File > Filter > Save
The Save Filters dialogue appears.
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Within the dialogue, the title of the stored filter can be modified according to customer needs.
The actual filter statement is displayed in the preview pane on the right side of the dialogue
window.
3. In order to apply any changes, press the Ok button
For saving queries or sort statements, the procedure is the same as described for filters,
except that the Save command needs to be accessed from the File > Query resp. the File >
Sort menus.
6.2.13.2 Loading Stored Queries, Filters, and Sorts
You can load stored queries, filters and sorts:
1. On the File menu, choose Query (Filter or Sort) and click Load
A dialogue which provides all stored query, filters or sort statements which have been defined
for the current working screen and which are available to the user appears.
In the following example, two filters are available for the Delivery Plan screen.

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2. To apply a filter to the report, select the corresponding row
3. Click the Add button
The corresponding filter statement will then be applied to the screen.
6.3 Maintaining and Editing Data
Data in fields can be edited as long as the fields are not calculated planning results. The security
features in ICON-SCP allow specific fields to be protected against change in case changes to those
fields are not desirable. In cases where a large amount of data has to be edited it is possible to enter a
single value and then fill column which copies the change to the entire column. Furthermore, it is
possible to copy data from an external source and paste it into the ICON-SCP screen.
Depending on the user group the user is assigned to, users are able to add or delete new records (such
as new inventory records, parts, customer orders etc). The security features in ICON-SCP allow
inserts/deletes to be rejected in case such updates are not desirable.
Once data has been modified the changes need to be saved (Ctrl+S).
6.3.1 Inserting New Data Rows
If data records can be created in the active window or sub-window, the entry Insert Row (Ctrl + I) is
activated in the File menu. You can insert a new data row:
1. Activate the desired window and if necessary the relevant sub-window.
2. Click the Insert Row icon in the toolbar.
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3. Select the entry Insert Row from the File menu, or enter Ctrl + I
The inserted data record is precept with the content of the data record, which was selected
before the insertion. The new data record is always inserted before the last active data record.
The new data record is now the active record.
4. To save your modifications click Save Changes.
The data record is stored in the database.
6.3.1.1 Validate the Length of Strings
Any data that is entered into the system using the windows client will be validated (not-null, valid-
date, string length, etc.). Any constraint violation is displayed in the user interface as shown in below
given example. In this example, an attempt is made to create a depot entry that is 81 characters long
(maximum allowable is 80).

The maximum allowed string length of each particular data field will be checked with the data base
length definition and in case of violation, an error message will display the maximum length.
Following picture shows the data types of the fields of Priority Manager report (Rules screen).
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When you define statements in various reports, you may encounter a constraint violation if you have
violated the maximum length of the SQL statement. The maximum length of the statements is 2000
characters. Here is an example of reports/fields where a user may want to define statements.
PM_RULES.FILTER_CRITERIA
PM_RULES.ORDER_CRITERIA
CUSTOM_COMAND.STATEMENT
CUSTOM_REPORT.STATEMENT
CUSTOM_REPORT_PIVOT.STATEMENT
SCM_SECURITY.SCM_EXPRESSION
USER_QUERY.STATEMENT
6.3.2 Deleting Data Rows
If data records can be deleted in the active window or sub-window, the entry Delete Row (Ctrl + D) is
activated in the File menu. You can delete a data row:
1. Activate the desired window and if necessary the relevant sub-window.
2. Select the position of the chosen data record(s).
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Marking multiple records is performed by holding down the shift key while moving the up- or
down arrow key or by holding down the Shift/CTRL key and select records with the mouse
(standard windows multiple select).
3. Click the Delete Row icon in the toolbar. (Alternatively: Select the Delete Row entry from
the File menu, or enter Ctrl + D)
The deleted data record is no longer displayed in the window.
4. To save your modifications click Save Changes
The change is stored in the database.
6.3.3 Discard Row
In order to suppress a specific row in any ICON-SCP data window, the Edit/Discard Row functionality
can be used. The row disappears from the current display, but the database does not get changed.
6.3.4 Set Null Value
In many fields of the ICON-SCP database there are fields which are initialized with NULL entries. When
you enter a value and overwrite this value with , the value is not NULL any longer. Therefore, the
Edit/Set Null Value can be employed:
Select a field
On the Edit menu click Set Null Value
6.3.5 Resetting a Value
Any entry in an ICON-SCP field is valid as soon as the focus changes onto another field (by tab, enter,
mouse click, etc.). As long as the focus has not changed you can set the original value back:
Press the ESC key
When the focus has changed but the change has not been saved yet, it is possible to reverse the field
entry:
In the Edit menu choose Reset Value or press Ctrl + Shift + Z
6.3.6 Filling a Column
Fill Column function allows filling a column with the same value in each listed row of any window. This
functionality can be used together with filters or queries to isolate specific rows for a fill operation.
You can fill a column:
1. Select a field and enter a value.
2. On the Edit menu click Fill Column (Ctrl + U)
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The shortcut to activate the Edit menu is Ctrl + right mouse button.
All listed rows will have the same value in the selected column.
6.3.6.1 Filling a Column with the Fill Column Tool
With the Fill Column Tool you can fill a column with advanced options:
1. Click the Edit menu, choose Column Tools and select Fill Column Tool

The tool differentiates between numeric and text columns:
If the column contains numbers, you can either increment or decrement the cell value in every
row (as shown in the screenshot). Just define the steps and press the relevant button.
If the column contains text, you can fill parts of the cells while keeping the entries. Set a % in
front of your entry if you want to append or set it after your entry if you want to use it as a
prefix.
2. Press Fill to view the results
6.3.7 Enhanced User Input
The ICON-SCP application has a powerful inline editing and insertion capabilities. If you double-click
into a cell a dialog opens to select feasible values. In the following screen example, you could change
the depot name by double clicking into an entry field. Doing so, a drop-down box opens which helps
you to select a depot from the list of available depots.
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The enhanced user input supports following fields:
Part
Family
Depot
Capacity
Capacity Depot
Channel
Calendar
Process
6.3.8 Batch Updates
The Batch Update can be accessed through the File menu.
Mass updates through the ICON-SCP Client follow the principle What You See Is What You Update.
This means, the user can filter the data set in updatable reports using a mix of standard filter and
post-filter (query-filter). Once the desired data set is available, the user can perform the batch update.
Therefore, a new dialog appears where the user can enter all required values for non-key columns.
The typical steps to issue a batch-update are as follows:
Fill standard filters and retrieve result
Add query-filter and retrieve
Open batch update dialog (see figure below)
Enter values and confirm
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Note: The client automatically disables the batch-update-feature after any modification
to data set.

Figure 167: Batch Update dialog of the Process Setup screen
The Batch Update dialog is not available for all reports (for some of the reports the batch updates are
not necessary). For the Batch Update dialog to be available/enabled following conditions are valid:
The report can be saved (Save button available).
The report is retrieved (Retrieve button pressed).
The report contains data.
No client/security filter is set.
All columns can be changed/updated (except for key columns, and protected columns); for strings the
NULL value can be set.
6.3.9 Saving Changes
Inserting, modifying or deleting data rows in a screen is part of a users regular work. In order to
communicate these changes to the server, they need to be saved. The Save Changes command in the
File menu (Ctrl + S) will trigger that an update, insert or delete statement is executed.
Note: Saving changes only applies to the current active screen. Changes in other
screens than the active one need to be saved separately.
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6.3.10 Discard Changes
If data has been modified, but changes shall not be saved, there are actually two ways to discard these
changes:
Retrieve screen again
Close the screen
In both cases, a dialog box will ask if changes shall be changed or not.
Note: There is no Undo button available in ICON-SCP, so a list of changes cannot be
discarded partially.
6.4 Using ICON-SCP Data Outside of the Application
Data from the ICON-SCP screens can be output quickly in various formats including MS-Excel, text file
and HTML web browser. While ICON-SCP does not store planning engine output for future retrieval, it
is possible to export planning results from any screen for future reference. What is very feasible is an
automated export of data to a shared resource (e.g. online) since the export capabilities can be
automated as well as scheduled processed to output data from the planning engine or database.
Additionally, ICON-SCP contains its own built-in pivot table feature allowing users to pivot data from
the screen they are presently positioned on. Furthermore, users or administrators can create MS-Excel
templates formatted for a specific purpose and the data in the spreadsheet gets
automatically/dynamically updated as and when the planning results get changed (this is not an export
of data, but rather a dynamic update of data to the spreadsheet removing the need for downloading
altogether).
Note: Data can easily be imported also with the methods identified above, but data
can also be copied from one source and pasted directly into screens, if this is a
preferred method.
6.4.1 File Formats
Any report on master data or planning results can be exported to other programs for further
processing. A variety of file formats is available for this.
Format Description
Excel Microsoft Excel format
Text Tab-separated columns with a return at the end of each row
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CSV Comma separated values
SQL-Syntax the syntax required to recreate the Data Window object when run through the
database
SYLK Microsoft Multiplan format
WKS Lotus 1-2-3 format
WK1 Lotus 1-2-3 format
WMF Windows metafile format
DIF Data Interchange Format
DBF 2 dBASE-II format
DBF 3 dBASE-III format
Powersoft Report
HTML Table
Table 260: File formats
Formats which can be directly selected from the submenu are:
Save As ISO
Save As ASCII
XML
6.4.1.1 Saving Data in Various Formats
You can save data in the respective format:
1. Open the window/report
2. Load/retrieve the data
3. On the File menu, point to Import/Export, choose Save as and then click Mode
You can also choose one of the available formats in the submenu.
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4. Enter the File name in the Save As window
5. Select the desired file format in the list box Save as type
6. Select the drive and folder where you want the exported file to be saved
7. Click the Save button.

All lines which were loaded in the window/report at the time of the export are written to the
file.
The Save As functionality can also be activated with the right mouse button by clicking directly on the
opened window/report.
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6.4.1.2 Loading a Report in Excel
You can export the content of a report directly into Excel:
1. On the File menu,
2. choose MS Excel
3. and then click Load In

MS Excel opens a new worksheet with the content of the ICON-SCP report.
6.4.2 Copying All Data
The content of any text based data window (subwindow) can be copied to the clipboard for further
processing:
2. Load the results into the window
3. On the Edit menu select Copy all data (Ctrl + Shift + C)
4. Paste data in target program (e.g. Excel).
As there is only a Select all functionality implemented yet, the filter and query functionality can be
used to confine the selection.
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6.4.3 Pasting All Data
The clipboard content can be pasted into any text-based data window (subwindow). As the data types
need to match the internal data window structure, it is recommended to modify a template which has
been exported from that data window before. You can paste all data:
1. Select the window in which you want to import the data
2. On the Edit menu, click Paste (Ctrl + Shift + V)
Following window opens:

3. Select Overwrite if the existing data should be overwritten
4. Select Start Row at which row the overwrite should happen
5. Select OK.
6. On the File menu, click Save Changes (Ctrl + S)
Saving duplicate entries is not accepted by the database.
6.4.4 Loading Data from a File
Data stored with the Save Rows As command or data from other programs can be loaded into a data
window:
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1. Select the window in which you want to import the data
2. On the File menu, select Load From
3. Select the file and the file type you want to import
4. Click the OK button
All lines which were loaded are displayed in the window and can be saved with Save Changes
(Ctrl+S).
The Load From functionality can also be activated with the right mouse button.
Note: If you import data in a window, make sure that the format is correct, otherwise
you will get the message Item does not pass validation. If you press the OK button,
the message Item validation error on IMPORT is displayed. If you press YES the
import is continued, if you press NO the import is aborted.
This function is helpful to 'copy' marketing forecast (Demand Forecast) stored in a file
with Save Rows As in the Forecast scren.
6.4.5 Import File Dialog Box
File Name: The names of the file types specified in the List Files in the current directory are listed.
Select the name of the respective file from the list or enter it in the File Name box.
Note: If the file is in another directory, select the directory form the list in the
Directories box. If the file is in a directory on another drive, select a drive from the
drop-down list in the Drives box.
List Files of Type: Select the file type you want to display. For example, tab separated (.TXT), dBASE
II, or dBASE III (DBF).
Directories: The current directory is highlighted. If this is not the correct directory, select the directory
which contains the file you want.
Drives: The current drive is displayed. If this is not the correct drive, select the drive on which the
respective file resides.
6.5 Further Tools
Besides the concepts of running queries, using filters, maintaining data within and using data outside
ICON-SCP, there are many other tools available, which aim to ease the use of the ICON-SCP frontend
and allow efficient work. These little helpers are explained in the following chapters.
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6.5.1 Pivot Table
A Pivot Table allows the user to group and analyze data in multiple dimensions. The Pivot Table
functionality can be used in any report or data window carrying a specific result set. Pivot tables
configurations can be saved and reused or made available as one-click pivot report on the menu.
6.5.1.1 Creating a Pivot Table
To create a pivot table based on a report result, e.g. the Replenishment Report for a family of parts,
you can load the results of the active data in the Pivot Table Editor:
1. On the File menu,
2. choose Tools
3. and then click Pivot Table.
The Pivot Setup opens.
4. Define the Pivot settings
5. Click on OK
After having created the Pivot Table, the result is available in the PivotTable [<Report Name>] tab.
Figure 168: Pivot Table
The Open Pivot Setup button provides the link back to the setup for further editing or saving the
pivot.
Double-click on the value items provides a detailed view.

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Figure 169: Detailed view of value item
6.5.1.2 Pivot Setup
The Pivot Setup shows the data elements that can be used for the report creation, and how this data
is then structured in row elements, column elements, and value elements.
Figure 170: Pivot Setup

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Following table explains the screen results of the Pivot Setup table:
Source List of all columns which are available in the original data window in
alphabetical order.
Load/Save Settings Load existing Pivot Settings and save current Pivot Setting.
Row fields Defines the row criteria of the pivot table. Items from the Source area
can be dragged and dropped into this section.
Column fields Defines the column criteria of the pivot table. Items from the Source area
can be dragged and dropped into this section.
Value items Defines the data item of the pivot table (content). Items from the Source
area can be dragged and dropped into this section. Different
mathematical functions are available in the drop down list and can be
used for the result calculation.
Table 261: Pivot Setup description
6.5.2 Using the Calculator
The built-in Calculator allows the user to run basic statistics in the screens.
1. On the Edit menu, click Calculator
You can also activate the calculator via the context menu with Ctrl + right mouse click.
The following window opens:

For columns holding numeric values, the following aggregate functions are supported:
SUM
AVERAGE
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MIN
MAX
2. To use the Calculator click into a window with any retrieved data
3. Open the Calculator and select a numeric column
4. Apply filters to calculate values for specific data
Under Row Statistics you can see the following information:
Selected Number of rows currently selected
Current Currently selected row
Min First highlighted row
Max Last highlighted row
Table 262: Calculator - Row Statistics description
If you want the aggregate functions to consider the whole column, check the Select all rows box,
otherwise only the highlighted (marked) rows will be considered in the calculation.
Selected rows that are empty will not be counted in the Selected portion, however will be considered
in every other portion of the statistics.
6.5.3 Getting Information about an Open Window
The Information screen reports information about any open window.
On the File menu, select Tools and click Information.
You can also click Ctrl+N in any open window. The following screen appears:
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Figure 171: Information screen
The tab Statistics is divided into two sections: Subscreen Statistics and Subscreen Layout.
The Subscreen Statistics contains the following fields:
Field Description
Total Total number of rows available in the screen currently selected
Count Number of visible rows available in the screen currently selected
Filtered Number of filtered rows, which are not visible, e.g. as the user has applied
a custom filter to the screen
Deleted Number of deleted rows in the screen currently opened
Modified Number of modified rows
Current Row ID of currently selected row in the opened screen/report

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Incl. Groups Some screens provide additional rows, which for example hold aggregated
numbers like totals or sub-totals. The Incl. Groups value represents the
number of visible rows in the screen also counting these additional rows
Storage (KB) Necessary memory for storing the report
Selected Column(ID) ID of the selected column
Selected Column
(Name)
Name of the selected column
Retrieved Date and Time the data is retrieved
Table 263: Information Subscreen statistics description
The Subscreen Layout contains the following fields:
Field Description
Subscreen Customizing Identifier of applied Subscreen Customizing. Empty if no SSC was applied
Table States the internal name of the opened report
Primary Key Lists the Primary Key columns of the opened report
Sort Contains the defined sort criteria
Filter Contains the defined filter criteria
Suppress repeated
values
Shows if repeated values are suppressed or not
Table 264: Information Subscreen layout description
6.5.4 Searching and Replacing Data with the Find Tool
With the Find Tool you can easily search and replace data:
On the Edit menu, click Find.
You can also use the shortcut Ctrl + Shift + F. The following window opens:
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Figure 172: Find Tool
For case sensitive search check the Match Case box. Furthermore, check the Match Exactly box to
find exactly the word that matches yours. The Up/Down options execute the search only to the end of
a list and will not start over. If you want that, just click Find instead of Find Next. It will always begin
the search from the beginning or the end of the list. Subscreen formats on the bottom of the screen
also help you to apply the appropriate format.
Important: The option to replace data is powerful, so be careful what you do when
you apply it.
6.5.5 Auto Fit Column
With the AutoFit Columns tool a single or multiple column can be adjusted to the column content:
On the View menu, select AutoFit Columns.
You have the following options:
Option Description
Current Column It adjusts the width only of the currently highlighted column. This setting is
useful for screens with many columns.
All Columns It adjusts the width of all columns
Select Columns A new window in which you can make your selections opens. This setting is
recommended in most cases.
Table 265: AutoFit Columns options

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6.5.6 Using the Print Preview
The Print Preview allows to finalize a print job before sending it to the printer. It provides options like
modifying the page orientation and Zoom in order to get printing results according to the needs of the
user.
You can access the Print Preview dialog. On the File menu, choose Print and then click Preview.
The following window opens:
Figure 173: Print Preview
6.5.6.1 Zoom Feature
Use the Zoom feature to adjust the size of the content to be printed. Besides the pre-defined zoom
values, a custom specific value can be entered. Furthermore, the scroll bar at the left side of the
screen allows for zooming in and out (between 10% and 1000% or original size).
If Show Rulers is checked, rulers are displayed in preview mode.

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If Page break is unchecked, the print output ignores unnecessary page breaks.
6.5.6.2 Print Settings
Within the Print dialogue, you can adjust a print job before it is sent to the selected printer.
Figure 174: Print Settings
The following settings allow for adjustments:
Setting Description
Setup Select Printer and adjust printer settings
Quality Select quality of print output (High, Medium, Low, Draft)
Print Send print job to printer
Print Preview Enter Print Preview Dialogue
Table 266: Print Settings description
6.5.7 Using the Online Help System
ICON-SCP comes with an Online Help system, which runs on the Windows Help engine. Using the
Index or the Search function, you can look up information in the Help system, or retrieve context-
sensitive help.
1. Press Shift + F1 to retrieve context-sensitive Help
2. Select Contents in the Help menu to call up the Help index, and search for Help to call up the
Search window.
Use the Help Index to make one of the following steps:

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3. Click on an underlined Topic
4. Press the TABULATOR KEY until the desired entry is marked
5. Press the INPUT KEY
Returning to the previous topic: Click on the Back button, or press the B key
Starting a search: Click on the Search button, or press the S key
Moving to the parent topic: Click on the Up button, or press the U key
Activating the Navigator: Click on the Navigator button, or press the N key
The Navigator is an interactive table of contents that offers you a bird's eye view of the Help file. It
helps to quickly and easily explore the hierarchy of the system and provides the functionality to view
Help system topics in an expandable (and collapsible) outline format. The Navigator and the Help
system can be synchronized so that movement in one is reflected in the other and allows browsing
through the Help system sequentially. Help topics can be printed through the Navigator with a dialog
box, which enables printing of all or part of the help file.
6.6 Admin Tools (SysAdmin)
6.6.1 Parameter
The Parameter screen is divided into three tabs:
Parameter
Options
Planning Setting
6.6.1.1 Parameter & Options
Figure 175: Parameter

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The Parameter and Options tabs show the client parameters. You can define options in the Options
tab and they will be directly applied to the Parameter tab. Thus, the Options tab serves as a help in
defining parameters.
The following list gives a brief description of the client parameters:
WWW_PAGE_1/WWW_PAGE_2 Dynamic URLs for the Help Menu
WWW_PAGE_1_LABEL/ WWW_PAGE_2_LABEL URL Labels
ICON_SUPPORT_EMAIL Icon Support email address (default:
support@icon-scm.com)
MDI_COMM_WWW_SUPPORT Show support email address in top of the mdi/tdi
(default: 1)
SYS_EXIT_MSGBOX Prompt on exit
BACKGROUND_COLOR Background color of the welcome
screen/application area
REPORT_FOOTER Specifies the text displayed in the Footer section
of Reports
RELOAD_SERVER_STATUS Refresh time of the server status/ticker in seconds
[default: 30]
CLIENT_INVALIDS Controls during logon if the client release is valid
CLIENT_RELEASE Controls during logon if the client release matches
the required version
CLIENT_RELEASE_INFO Client release information message if the client
release not matches the required version
SYS_HALT_SESSION in case user is not allowed to access or is forced to
logoff
SYS_HALT_MESSAGE information message for the user
SYS_DBERROR_EMAIL/SYS_SYSERROR_EMAIL system error email address
EMAIL_TYPE: Email System Outlook or SMTP [default: Outlook]
SMTP_SERVER/SMT_PORT/SMTP_USERNAME/S SMTP Settings
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MTP_PASSWORD
WEB_EXECUTOR_URL Web Executor service address
WEB_EXECUTOR_AUTH Use Authentication for the Web Executor
Table 267: Client Parameter description
6.6.1.2 Planning Setting
The Planning Setting tab shows the server parameters.
Figure 176: Planning Setting
6.6.1.2.1 Planning Horizon Parameters
The following parameter defines the default values to be used for calculating the planning horizon:
CURRENT_DATE Start date for the Planning [default: system date for today]. The date
should be defined in ISO format (YYYY-MM-DD)
PLANNING_DAYS Defines how many periods are planned by ICON-SCP on a daily basis

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PLANNING_WEEKS Number of weeks, which are planned by ICON-SCP on a weekly basis
PLANNING_MONTHS Number of months, which are planned by ICON-SCP on a monthly basis
PLANNING_GRID One of DAILY, WEEKLY or MONTHLY that defines the planning grid
FUTURE_DATE [default: 2222-11-11]. The date should be defined in ISO format (YYYY-
MM-DD)
PAST_DATE [default: 1900-01-01]. The date should be defined in ISO format (YYYY-
MM-DD)
DEFAULT_BUSINESS_C
AL
The default business calendar to be used by ICON-SCP. The valid values
are GREGORIAN_US or ISO. This will only be used if there is no business
calendar setup for the instance in the database table
BUSINESS_CALENDAR
Table 268: Server Parameter description
6.6.1.2.2 Prioritization Parameters
The following parameter defines the default values to be used for prioritization (to assign numeric
priorities to the primary demands) by the Priority Manager:
PM_ACTIVE_PATTERN The pattern ID that is currently set as active for prioritization
PM_RANK_OFFSET Defines the offset for the first rank. Used as starting priority for the rules
preview
PM_RANK_DELTA Defines the delta between consecutive ranks
PM_RANK_MODE Defines the way how to apply the rank delta
PM_PRIORITY_DELTA Defines the delta between consecutive orders within the same rank
Table 269: Prioritization parameter description
6.6.1.2.3 NP-Code Parameters
The following parameter defines the default values to be used for NP-Code. Please use proper string
identifiers for the NP-Code as defined below:
NP_NONE Defines that any partial is permitted
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NP_ORDER The entire order must be delivered in a single delivery
NP_ITEM Each item must be delivered in a single delivery
NP_PRODUCT The ratio between delivery quantities must be equal to the ratio between
the original item quantities
Table 270: NP-Code default value description
6.6.2 User Authorization
Access rights and configurations are attached to User Groups and each User is assigned to a User
Group.
The User Authorization screen is the central screen to maintain user accounts and their properties.
The actual configuration and access rights are configured in other screens like the Report or Menu
Wizard. In those screens, the User Groups defined in the User Authorization Screen are referenced.
If the logged in user is not a system administrator (admin flag is unchecked), the only information
accessible is the information of the logged in user.
Figure 177: User Authorization
The User Authorization screen consists of the tabs User Administration and a tab Communicator.
The Communicator tab is only accessible by system administrators.
6.6.2.1 User Administration
The User Administrator falls into following interacting pieces:
The top section contains a button , which opens the Create Account dialog. The dialog supports
system administrators when setting up new accounts and entering the initial password, user group, full
name, email and the language settings.

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Figure 178: Create Account
The upper section also contains two radio buttons, which can be used to change the way the upper
right and lower right pane are connected.
If you choose Selected , then the lower pane shows only the value of the selected user. If All is
selected, the lower pane shows the properties of all accessible users.
The left pane shows the available User Groups. A new User Group can be added by clicking into the
pane, pressing CTRL+I and entering a new User Group name. After saving the new group (CTRL+S) it
can be referenced by users, configurations or access rights.
The right pane contains a list with the users accounts accessible for the logged-in user. Following
properties are attached to User Accounts:
Property Description

Opens a new window Change Password

Opens a new window Change Account

Opens a new window Delete Account.
By deleting the selected account, everything else in the client referring to
that account will be deleted, e.g. filters and xls files stored under the
account name)
User ID The user identification
User Group The User Group of the user
Admin Flag indicating if the user has System Administration rights (like

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maintaining accounts)
Account Disabled Each item must be delivered in a single delivery
Expire Date A date which can be set to disable an account at a given date
Pwd Change Required A flag indicating that the user has to change his password the next time he
logs on
Pwd Change Permitted A flag indicating that the user should not be allowed to change his
password
Created By The user Id which created the account
Created At The date at which the account was created
Table 271: User Account Properties
The lower right pane contains two tabs which facilitates configuration of the system to the users needs
and preferences. Every user is allowed to change and maintain its own settings.
The User Properties Tab shows Full Name, Email, Description and Language of the user which
is selected in the upper right pane.
The User Preferences shows all the user specific properties. The properties are typically
changed directly where they apply and this tabs main purpose it to provide a comprehensive
view. Even though the screen allows to edit properties, this should only be done by
experienced users as the grid contains simple key-value-pairs and there are no validity checks
which alert the users of typos or inconsistencies.
6.6.2.2 Communicator
The Communicator tab can be used to send emails to users or user groups. This tab is only accessible
for system administrators.
6.6.3 Menu Configuration
The windows client menu can be configured, thus the default menu configuration can be modified to
meet any special requirements of the particular implementation.
The File-, Edit-, View-, User Profile-, Window- and Help-menus are static menus with the option
to hide items when not required or access should be prohibited.
In addition to the standard menus, it is possible to configure custom (dynamic) menu trees that allow
defining optional names, hierarchies and links to e.g. standard or custom reports.
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Figure 179: Menu Configuration
The Menu Configuration screen is divided into three sections:
Menu Selection
Menu Administration
Menu Group Access
6.6.3.1 Menu Selection
The Menu Selection section contains all available menus (Standard Menu, Dynamic Menu). By clicking
on one of these elements, the configuration for this menu and all subordinate menu items will show up
in the Menu Administration section to the right.
6.6.3.2 Menu Administration
The Menu Administration section allows for configuring the dynamic menu hierarchy, dynamic menu
labels and screen objects to be accessed. For Standard Menus these options are not allowed.
The menu creation and configuration process is supported by several functions which can be executed
with the buttons on the left side of the Menu Administration area.
6.6.3.2.1 Change Dynamic Menu
To change dynamic menu entries press the Change Menu button:
The Change Menu dialog will appear where you can move, insert, update and delete menu items
through the context menu (right mouse button).

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Figure 180: Change Menu
In order to add a menu item into a menu folder right click on it and choose Insert Menu Item then
the item type to be added: (choose one of the following) Standard report, Custom Report, Pivot
Report, Excel Template, Server Command etc.
Note: If You would like to add to the menu a server command You have to bear in
mind that only previously stored server commands will appear after the Server
Command is chosen in the context menu of Change Menu screen . It means that it
has to be saved in the Command Wizard first (Sys Admin->Command Wizard).

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Figure 181: Command Wizard screen with stored server command
Choose e.g. a Standard Report to add it as a menu item into a dynamisc menu folder.
Figure 182: Change Menu context menu
Then choose first a category from the Library List and then choose a report you would like to add
from the Window List.

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Proceed with the following chapters to learn how to adjust menu settings, group access and rebuild
menu afterwards.
6.6.3.2.2 Menu Settings
To change the menu settings entries press the Open Menu Settings button:
The Menu Settings dialog will appear where you have four options:
Figure 183: Menu Settings
Show the menu in the Accordion Menu
Show the menu in the Static Menu
Show the menu in both (Accordion and Static)
Hide the menu
6.6.3.2.3 Static Menu
In the Static Menu screen the system user can hide items (File-, Edit-, View-, User Profile-,
Window- and Help-menus) when not required or distribute the access rights for specific user groups.

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Press the Open Static Menu button:
Figure 184: Static Menu
The Static Menu screen is divided into two sections:
Menu Selection
Menu Group Access
The Menu Selection section contains all available static menus
The Menu Group Access box lists the user groups that are granted access to a selected menu or
menu items. Access is granted when the user group is high-lighted or when no user group is high-
lighted.

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6.6.3.2.4 Rebuild Menu
To rebuild the Accordion- and the Static- menu press the Rebuild Menu button:
6.6.3.3 Menu Group Access
The Menu Group Access box lists the user groups that are granted access to a selected menu or
menu items. Access is granted when the user group is highlighted.
For Standard and Static menus, access is also granted if no user group is highlighted. To hide a
Standard or Static child-menu for all user groups, you have to set a user group for the parent menu
entry.
6.6.4 Report Repository
Power users or administrators use Report Repository to individually customize every report, including
the following features:
manage auxiliary fields for the selected report
manage computed or join columns
The Report Repository displays all reports known to the reporting framework. These reports will
include standard reports (there are exceptions) but neither configuration nor setup reports (no menu
configurations, subscreen customizing or navigation configurations). It is possible to include
customizations into the framework.
Note: The following three standard reports Supply Bottom Up Pegging, Demand
Bottom Up, Capacity Requirements belong to the group of reports which are not
part of the Report Repository. Keep in mind, for all reports, which are not part of the
Report Repository, neither auxiliary fields, nor computed/join columns are available.
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Figure 185: Report Repository
The Report Repository displays three sections:
A list of reports enabled to the reporting framework (Report Repository).
A list of configured auxiliary columns based on the currently selected report.
A list of joined or computed columns based on the currently selected report.
The latter two sections are for information only. That means, they give a rough overview if the current
report has some additional columns without the need to open any other screen.

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Any listed report is capable to display joined fields from other reports but only a pre-defined set of
reports supports maintaining auxiliary fields.
The Report Repository supports the following actions:
Button name Description
Manage Auxiliaries Opens an administration screen to manage auxiliary columns for the selected
report. This action is only available if the selected report supports
maintaining auxiliary fields.
Manage Columns Opens an administration screen to manage computed and join columns for
the selected report.
Preview Report Opens a preview screen displaying all configured columns of the selected
report. This action actively validates the configuration of the selected report
and displays an error message if required.
Describe Report Opens a new screen displaying all configured columns including their data
types, key-attributes, etc.
Verify Report Runs a validation of the selected report and displays errors if required
Verify Repository Runs a validation of the entire repository and displays all errors found
Table 272: Report Repository buttons functionalities
6.6.4.1 Auxiliary Fields
Auxiliary fields are tenant-specific. That means, administrators are able to add, modify, and delete
auxiliary fields for all tables supporting auxiliary fields.
Auxiliary fields are not user-specific or group-specific. That means, an auxiliary field either exists or
does not exist. Whether an auxiliary field is visible to a specific user depends on security settings
and/or sub-screen customization.
From the moment an auxiliary field is added to the system, it exists. Any further query on the base
report returns this field automatically. Maintenance of auxiliary fields happens thru the corresponding
base report.
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Figure 186: Manage Auxiliary Fields
The above figure shows the Manage auxiliaries screen to manage the auxiliary columns for the
selected report (here: Additional Demand). The screen is opened from the Report Repository
screen.
Add Opens a new dialog box Add auxiliary column where the user can add a
new column and assign the data type
Delete Opens a new dialog box Delete auxiliary column where the user can delete
the existing auxiliary field.
Change Opens a new dialog box Change auxiliary column where the user can
change the name or the data type of an existing column
Table 273: Manage auxiliary fields screen - button functionalities
The array buttons on the right support changing the default sequence of the auxiliary fields in the
corresponding base report. By default, all auxiliary columns of a specific report appear right of all
standard columns of the report.
This sequence is modifiable on a user-group-level thru sub-screen customization.

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Note: Deleting an auxiliary column may break existing configurations of other reports.
6.6.4.2 Manage Columns
There are two different kinds of columns:
Joined columns: merged from another report based on the reports primary key
Computed columns: calculated thru an expression based on already existing columns of the
report
Merge columns are tenant-specific and an administrator can add, change, or delete them at runtime.
Whether a merge column is visible to a user or not depends on security setting and/or sub-screen
customization.
Figure 187: Manage Merge Columns
Any report enabled to the reporting framework supports join columns. That is, the reports are able to
display columns from other reports based on a join condition.
Adding a new column opens a new screen where the user can choose the type of columns to add.

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Figure 188: Add Columns Wizard
6.6.4.2.1 Simple Join
A simple join is used to add columns from another report. In the below example the Parts description
is joined to the Bill of Materials.

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Figure 189: Simple Join Wizard
In the lower section, the dialog displays a list of available columns from the joined report. The user can
select the columns to join and rename them as required.
Note: The list of available columns contains not only the standard columns but also all
auxiliary and joined columns.
6.6.4.2.2 Conditional Join
A conditional join is used to add columns from other reports based on a condition. In the example
below, the Pick List Report is configured to display one additional column Description. This column
is filled with the parts description if a part is referenced and with the capacitys description if a
capacity is referenced.

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Figure 190: Conditional Join Wizard
6.6.4.2.3 Computed Columns
Any report enabled to the reporting framework supports computed columns. That is, the reports are
able to evaluate formulas based on the available columns.

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Figure 191: Computed Columns Wizard
The formula builder displays all supported functions and all available columns of the selected report.
The user then enters the required formula and the column name. It is possible to add new functions
thru customizing.
Example expressions:
(qty + (2 * qty - 150) + qty % 47) / 2
CASE WHEN qty<10 THEN qty ELSE '' END ( Column type is STRING)
CASE WHEN qty<10 THEN qty END ( Column type is NUMERIC)
CASE WHEN qty<10 THEN qty WHEN qty IN (10, 100) THEN qty / 2 ELSE NULL END
CASE qty WHEN 10 THEN 'Ten' WHEN 100 THEN 'One Hundred' ELSE '' END

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6.6.4.2.4 Formula Builder Function
This section defines and explains all functions supported by the system. Thereby, the function names
are case-insensitive. That means, Trim, trim, or TRIM refer to the same function. Throughout this
section, all upper case identifies a function.
Conversion
The system knows and uses the types of columns, expressions, etc. when working with dynamic
expressions. Thereby, it automatically converts data from one type to another if required and possible.
The following table lists all implicit conversions the system is doing (N/A stands for incompatible
types):
INTEGER NUMERIC CURRENCY STRING DATE TIMESTAMP
INTEGER INTEGER NUMERIC CURRENCY STRING N/A N/A
NUMERIC NUMERIC NUMERIC NUMERIC STRING N/A N/A
CURRENCY CURRENCY NUMERIC CURRENCY STRING N/A N/A
STRING STRING STRING STRING STRING STRING STRING
DATE N/A N/A N/A STRING DATE TIMESTAMP
TIMESTAMP N/A N/A N/A STRING TIMESTAMP TIMESTAMP
Table 274: Implicit data type conversions
Besides the implicit conversions, the system supports explicit conversion functions.
DATE(x)
Converts a time-stamp or string (in the form YYYY-MM-DD) into a date.
TIMESTAMP(x)
Converts a date or string (in the form YYYY-MM-DD HH:MI:SS) into a time-stamp.
INT(x)
Converts an integer, currency, numeric or string into an integer.
CURRENCY(x)
Converts an integer, currency, numeric or string into a currency.
NUMERIC(x)
Converts an integer, currency, numeric or string into a numeric.
String:
This section lists all string-functions.
LOWER(String): String
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Returns the string in lower case
UPPER(String): String
Returns the string in upper case
Lower/upper case conversion uses the application servers default locale.
LTRIM(String): String
Returns the string without leading whitespaces
RTRIM(String): String
Returns the string without trailing whitespaces
TRIM(String): String
Returns the string without leading and trailing whitespaces
A whitespace character is one of the following: [ \t\n\x0B\f\r].
LEFTSTR(String, Integer): String
Returns up to the first n characters (the entire string if it is shorter)
RIGHTSTR(String, Integer): String
Returns up to the last n characters (the entire string if it shorter)
SUBSTR(String, Integer, Integer): String
Returns up to end-start characters starting at position start (null if the string has less
characters than start)
AUTO_KEY(): String
Returns a system generated unique identifier
LENGTH(String): Integer
Returns the length of the string
FIND(String, String): Integer
Returns the first position of the second string in the first string. Returns -1 if the search
string is not found.
CONCATENATE(String, String): String
Returns the concatenation of the two input strings.
Number:
This section lists all numeric functions.
ABS(Number): Number
Returns the absolute value of number
ROUND(Number, Integer): Number
Rounds a number to the specified number of digits
ROUND_UP(Number, Integer): Number
Rounds a number up, away from zero
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ROUND_DOWN(Number, Integer): Number
Rounds a number down, toward zero
CEILING(Number): Integer
Rounds a number up to the nearest integer
FLOOR(Number): Integer
Rounds a number down to the nearest integer
MIN(Number, Number): Number
Returns the minimum number
MAX(Number, Number): Number
Returns the maximum number
In addition, the system supports the following operators with the usual mathematical rules:
+(Number, Number): Number
-(Number, Number): Number
*(Number, Number): Number
/(Number, Number): Number
%(Number, Number): Number
Date & Time
This section lists all date and time-stamp functions.
PLANNING_DATE([Integer]): Date
Returns the system planning date probably shifted by the number of days
PAST_DATE(): Date
Returns the systems past date, the date representing the past
FUTURE_DATE(): Date
Returns the systems future date, the date representing the future
END_DATE(): Date
Returns the systems end date, the first day after the configured planning horizon
DAYS_DIFF(Date, Date): Integer
Returns the difference in days between the two dates
RELATIVE_DATE(Date, Integer): Integer
Returns a date relative to the date
TODAY(): Date
Returns the system date
NOW(): Timestamp
Returns the systems current timestamp
WEEKS_DIFF(Date, Date): Integer
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Returns the difference between two dates represented in weeks. The calculation uses the
defined business calendar and dates before PLANNING_DATE() are assigned to week 0.
Dates after or equal to the END_DATE() are assigned to week N+1 with N equal to the
number of weeks in the planning horizon.
MONTHS_DIFF(Date, Date): Integer
Returns the difference between two dates represented in months. The calculation uses the
defined business calendar and dates before PLANNING_DATE() are assigned to month 0.
Dates after or equal to the END_DATE() are assigned to month N+1 with N equal to the
number of months in the planning horizon.
QUARTERS_DIFF(Date, Date): Integer
Returns the difference between two dates represented in quarters. The calculation uses the
defined business calendar and dates before PLANNING_DATE() are assigned to quarter 0.
Dates after or equal to the END_DATE() are assigned to quarter N+1 with N equal to the
number of quarters in the planning horizon.
YEARS_DIFF(Date, Date): Integer
Returns the difference between two dates represented in years. The calculation uses the
defined business calendar and dates before PLANNING_DATE() are assigned to year 0.
Dates after or equal to the END_DATE() are assigned to year N+1 with N equal to the
number of year in the planning horizon.
DATE(Integer, Integer, Integer): Date
Creates a day from the given year, month, and day.
DAY(Date): Integer
Returns the day of the month (1-31). This function is not considering the business
calendar.
MONTH(Date): Integer
Returns the month (1=January-12=December). This function is not considering the
business calendar.
YEAR(Date): Integer
Returns the year. This function is not considering the business calendar.
WEEKDAY(Date): Integer
Returns the day of the week (1=Monday-7=Sunday). This function is not considering the
business calendar.
WEEKNUM(Date): Integer
Returns the week number in the year. This function numbers the weeks as specified by ISO
8601. That is, weeks start on Monday and the week containing January, 4
th
, is the first
week of the year.
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Logical:
This section lists all logical functions.
IF(Condition, TrueValue, FalseValue)
Evaluates the condition and returns one value if TRUE and another value if FALSE.
Customized Functions:
In addition to built-in functions, the system supports customized functions.
public interface UserFunction {
String getName();
String getSyntax();
ColumnType getColumnType();
ColumnType[] getArgumentTypes();
Object getValue(Object...args);
}
getName(): Returns the name of the function
getSyntax(): Returns a brief description of the syntax
getColumnType(): Returns the type of the functions return value
getArgumentTypes(): Returns the types of all expected arguments in proper sequence
getValue: Returns the functions return value for the given arguments
Any customized function is loaded thru the ServiceLoader-mechanism. Therefore, implementers must
provide a configuration file com.icon.scp.reporting.UserFucntion in the META-INF folder of their
customization jar.
In addition, the system expects a description provided thru the multi-language key
BSQA_FUNCTION_NAME_DESC. This description is displayed to users in the client wizard.
6.6.4.2.5 Formula Builder Operations
In addition to the supported functions, the system also supports ANSI-SQL operators and expressions.
value1 <, <=, <>, =, >=, > value2, value BETWEEN value1 AND value2
Compare two values of the same type. If the types are not the same, the system applies
implicit conversion.
value IN (value1,,valueN)
Check if the given value is contained in the given list of values.
string MATCHES|[MATCHES] LIKE pattern
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Check if the given string matches the given pattern. The keyword MATCHES enables case-
insensitive comparison. The wildcard symbol is %.
NOT expression
Negate the expression.
6.6.4.3 Examples
6.6.4.3.1 Example: Creating Auxiliary Columns
The following example explains the creation of an auxiliary column in the report Additional Demand.
1. Select the report Additional Demand from the Report Repository
2. Click on the button Manage auxiliaries in the Report Repository screen
3. Click on the button Add in the Manage auxiliaries screen

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4. Write the name of the column in the field Column of the screen Add auxiliary column, and
select the Type.
5. Confirm the added auxiliary field with Add and Save
6. The results will be displayed in the Auxiliary Column window

7. And finally when checking the Additional Demand report, the column is displayed

6.6.4.3.2 Example: Creating Joined Columns
The following example explains the creation of a join field in the report Primary Demand. When
setting up Priority Manager patterns and rules, a user can decide to define the rules based on
channel and priorities information. The Primary Demand screen, which is the base report for the
Priority Manager as explained in the chapter 5.3, does not contain the Channel and the Priority
fields per default (standard settings), thus the user will need to add them to the report.
We will first add the Channel column and then the Priority.
1. Select the report Primary Demand from the Report Repository
2. Click on the button Manage columns in the Report Repository screen
3. Click on the Add button in Manage columns screen
The Add Columns screen opens showing three types of columns (simple join, conditional join,
computed column)
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4. Select Simple Join and click on Next. As we are joining the Channel column with the
Primary Demand, we will not need to define and condition (e.g. where). Thus, it will be a
simple join between the Channel Mapping and the Primary Demand.
5. In the screen Simple Join select Channel Mapping under Join Report. As soon as you have
selected Channel Mapping, the system fills out the information for the Join Columns, Key
Columns, Available Columns.

The section Join Columns shows the primary keys of both tables. We will leave the key
definition as is.
6. Now select the Channel from the Available Columns group and move it with the help of
arrows to the right side. The Selected Column and the Column Names will display
CHANNEL. You can rename CHANNEL under Column names if required.
7. Click on Apply and Save.
The column Channel is added to the Primary Demand report.
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8. For adding the column Priority to Primary Demand, we will again select the report Primary
Demand in the Report Repository screen and click on Manage columns
9. Click on the Add button in the Manage columns screen
10. Select Conditional Join in the Add Columns screen and click on Next. As we are joining the
Priority column from three different tables (SFC, CO, Additional Demand) with the Primary
Demand, we will need to define a condition (e.g. where).
11. In the Conditional Join screen, select the Add button.
The Join Columns screen will open.
12. Under Join Report select CO. As soon as you have selected CO, the system fills out the
information for the Join Columns, Key Columns and Available Columns. The Join
Columns group will show primary keys of both the tables Primary Demand and CO,
MPS_ORDER_NO.
13. Under Join Columns select DEMAND_NO as this will be the field on the Primary Demand
side that will match with the MPS_ORDER_NO from the CO table.
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14. Under Available Columns select Priority and move it with the help of the arrow buttons to
the right side.
15. Confirm the setting by clicking on the Add button.
The CO source is added to the Conditional Join screen.

16. Now the condition for the CO join needs to be defined. Select the Condition button.
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The Query Builder screen opens.
17. Select the Demand Origin field and enter the value for CO (2=CO). Click on the Add button.

This definition ensures that the system takes the Priority value from the CO table only if the
Demand Origin in the Primary Demand table shows 2.
18. Click on OK.
The defined condition is added to the CO table.
19. Now we want to add the SFC and Additional Demand sources to the Conditional Join screen.
This will be done by repeating the steps 11-18.
Note: In Join Columns screen select for both (SFC, Additional demand) DEMAND_NO
under Join Column.
Note: In the Query Builder select for SFC 4 and for Additional demand 3 under
Demand Origin.
The result will look like following:

20. Finally, we will Apply the changes to the Manage Columns screen and Save them.
The Report Repository screen will show the two defined join columns Channel and
Priority. The Primary Demand screen will contain the two defined columns as well.
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6.6.5 Command Wizard
The Command Wizard screen is the central report for creating and maintaining server commands.
Power users or administrators use this wizard to run commands on the server.

Figure 192: Command Wizard
Upon startup, the main screen is displayed which consists of two major sections. On the right side, all
previously created commands are listed. A record consists of a Title, Description and the Command
Id. In the left menu in the Command Wizard screen, the user can open the Command section and
manage the commands or work in the Report Filter and create, maintain and delete custom filter.
The following is a description of the left navigation bar:
Commands and Filters Description
Create a new command Opens a new window New Command where the user can define a
server command.
Execute selected command Executes the selected server command on the right side of the screen
Change selected command Opens a new window Change command where the user can change
the defined server command.
Clone selected command Creates a new command on the right side of the screen which is
based on the selected server command.
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Delete selected command Selected server command can be deleted.
Filter Selection Opens a new window Filter Selection where the user can create a
report filter.
Maintain Custom Filter Opens a new window Custom Filter where the user can maintain and
delete custom filters.
6.6.5.1 Creating a New Command
In order to create a new command select Create new command. The following screen appears:
Figure 193: Command Wizard - New Command
Once, you are done with the definition of the command, proceed by clicking on Next.
In the next screen, specify the name of the command in the Title field and also a description in the
Description field. You can then preview your report and save it.

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Figure 194: Command Wizard - Save Command
Under Options you can define specific report rights, filter criteria, default sort sequence, filter objects
and pivot settings.
6.6.5.2 Report Filter
6.6.5.2.1 Filter Selection
In this screen the user can select standard and custom filters to a report. The selected filters are
automatically inserted to the report with the desired order sequence. The Standard Filter tab shows
all supported client and server filters.
A filter cannot be selected more than once, e.g. if you have selected the Part Filter (Standard) you
cannot select the Controller Filter (the Part Filter (Standard) contains the Controller Filter).
The Custom Filter tab shows all defined custom filters.
The Preview button opens the Preview Report screen with the selected filters.
6.6.5.2.2 Maintain Custom Filter
In the screen Maintain Custom Filter the user can create, change and delete custom filter.

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Figure 195: Report Wizard - Custom Filter
6.6.6 Report Wizard
The Report Wizard screen is the central screen for creating and maintaining user reports. Power
users or administrators use this wizard to configure customizations, including the following features:
Definition of the report URL including the column list
Definition of report rights (insert, delete, update, query, filter, retrieve on user-group-level)
Definition of a report filter
Definition of sort order
Definition of report filters (pre-filter)
Definition of pivot settings
Except the rights-setup, all configurations are globally or, with other words, on a report level.
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Figure 196: Report Wizard
Report Wizard options Description
Create a new report Opens a new window New Selection where the user can create a new
report
Open selected report Opens the selected report on the right side of the screen
Change selected report Opens a new window Change Selection where the user can change
the defined report.
Clone selected report Creates a new report on the right side of the screen which is based

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on the selected report.
Delete selected report Selected report can be deleted.
Filter Selection Opens a new window Filter Selection where the user can create a
report filter.
Maintain Custom Filter Opens a new window Custom Filter where the user can maintain and
delete custom filters.
Add selected report Add the selected report to an already existing template
Create new excel template Display the generated report in a new excel template
Maintain excel template Opens a new window Excel Template where the user can maintain
the template
Pivot settings Opens a new window Pivot Setup where the user can define a Pivot
report.
Maintain pivot report Opens a new window Maintain Pivot report where the user can
maintain the selected pivot report.
Subscreen customizing Opens a new window Subscreen Customizing where the user can
customize the report.
Table 275: Report Wizard options
As soon as a custom report or an excel template is created, the defined users can access the reports in
the menu of the ICON-SCP Client software. To add a custom report or excel template to the menu use
the Menu Configuration screen.
6.6.6.1 Creating a New Report
Select Create new Report. The following screen appears:
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Figure 197: Report Wizard column selection
Select Server Report if you want to retrieve data from the Connector or Service Report if you want
to retrieve data from user defined services.
After clicking on a report name on the left all available columns will show up in the box in the middle.
The blue marked columns are NOT NULL and the orange marked columns are PRIMARY KEY.
To add specific columns to the report, select the desired column in the middle and press the button
with the arrow pointing to the right. To remove the column from the Selected Columns box on the
right, click on the corresponding column and press the single arrow pointing to the left.
More complex statements can be used when clicking on Advanced. Type the query in the textbox or
paste it from another location.
Once, you are done with the configuration of the report, proceed by clicking on Next.
In the next screen, specify the name of the report in the Title field and also a description in the
Description field. You can then preview your report and in the end save it.

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Figure 198: Report Title
Under Options you can define specific report rights, filter criteria, default sort sequence, filter objects
and pivot settings. Check in the Scenario Compare check box if you want to create a scenario
compare report (a scenario compare report contains data of all scenarios).
6.6.6.2 Report Filter
In the left menu in the Report Wizard screen the user can open the Filter Selection screen and
create, maintain and delete custom filter.
The Filter Selection screen can also be opened when creating a new report.
6.6.6.2.1 Filter Selection
In the Filter Selection screen the user can select standard and custom filters to a report.
The selected filters are automatically inserted to the report with the desired order sequence.
The Standard Filter tab shows all supported client and server filters.

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Figure 199: Report Wizard Filter Selection - Standard Filter
A filter cannot be selected more than once, e.g. if you have selected the Part Filter (Standard) you
cannot select the Controller Filter (the Part Filter (Standard) contains the Controller Filter).
The Custom Filter tab shows all defined custom filters.
The Preview button opens the Preview Report screen with the selected filters.
6.6.6.2.2 Maintain Custom Filter
In the Custom Filter screen, the user can create, change and delete custom filter.

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Figure 200: Report Wizard - Custom Filter
6.6.6.2.3 Create Custom Filter
In the Create Custom Filter screen you can create and modify a custom filter.
A custom filter can contain more than one object. Following Custom Filter Objects are available:
CheckBox, DateSelection, DateTimeSelection, DropdownListBoxDynamic, DropdownListBoxStatic,
EditBoxNumeric, EditBoxString, RadioButton.

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In the Filter section the Title and Description for the selection and the group box label is defined
(include Multilanguage key). The Objects section shows all objects for the filter.
The following table shows custom filter objects and their definitions:
Custom Filter Objects Definitions

Checkbox
Label: Object Label
Multilanguage: Multilanguage Key for the label
Parameter: server parameter
Value Checked: server value if checked
Value Unchecked: server value if unchecked
e.g. parameter=off or parameter=on
Checked: default checked or not

Figure 201: Create Custom Filter
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Date Selection and Date Time Selection
Label: Object Label
Parameter: server parameter (e.g. start_date )
Default Value: default value (yyyy-mm-dd or yyyy-
mm-dd hh:mm:ss)

Drop Down List Box Dynamic
Label: Object Label
Default Value: default value
Width: object width (pixels)
Command: server command e.g.
List|depot|columns=depot
Case: ANY/LOWER/UPPER

Drop Down List Box Static
Label: Object Label
Value: display/data values
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Edit Box Numeric
Label: Object Label
Parameter: server parameter (e.g. qty )
Default Value: default value (no decimals)

Edit Box String
Label: Object Label
Case: ANY/LOWER/UPPER

Radio Button
Label: Object Label
Options: default 2 options ( minimum)
Value: server value if checked
Checked: default checked or not (only one
option can checked)
Table 276: Custom Filter Objects and their definitions
6.6.6.3 Pivot
The Report Wizard custom reports can be saved as Pivot Table report.
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In the left menu in the Report Wizard screen, the user can open the Pivot Selection screen and
define the pivot setup.
The Pivot Selection screen can also be opened when creating a new report.
In the Pivot created with Report Wizard, you can define filters and execute queries.
6.6.6.4 Excel Template
To display the generated report in an Excel template you can choose to either add the report to an
already existing template or to create a new one.
To add the report to an already existing template highlight the report in the main screen of the Report
Wizard, then press Add selected report and choose the appropriate template in the following screen
and pressing Link Report.

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Figure 202: Linking an excel template
In case you did not already create a template before, you can do this by Select Create new Excel
Template in the main screen and wait for Excel to start up. Excel will show the data from the report in
the RAW DATA1 worksheet. When you are finished working on the template save it to your hard disk.
Then upload the template by pressing Upload in the above screen.
6.6.7 Navigation Wizard
In ICON-SCP, it is possible to configure context sensitive links. A super user may setup links to quickly
navigate from one report to another (there may be some exceptions e.g. Multi-Level BoM Report). This
way, the users workflows are facilitated to maximize convenience. The setup of the links will be done in
the Navigation Wizard.
Note: The Navigation works for most of the reports, but there are few exceptions such
as Multi Level BoM Report.
Upon startup, the main screen is pulled up and looks similar to the screenshot below. It represents the
starting point from which additional screens for specific tasks can be reached. The main screen consists
of two major sections. On the right side, all previously created navigation links are listed. A record
consists of a source screen, a source subscreen, a menu label, a target screen and a description. On
the left side, several menu items grouped in two categories are available. Most of the menu items open
a new screen that allows conducting various tasks related to navigation links. Certain actions might
require selecting a report from the report list on the right in advance.
Figure 203: Navigation Wizard
Navigation Description

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Create a new navigation Opens a new screen to configure a new navigation
Change selected navigation Opens the selected navigation and allows to change the parameter
mapping, the title and description
Clone selected navigation Creates a copy of the selected navigation and adds it to the navigation
list on the right
Delete selected navigation Removes the selected navigation from the system. Deletion requests
must be confirmed
Open menu setup Opens a new screen that allows to define the navigation menu entries
for the source screen of the currently selected navigation
Table 277: Navigation bar description
6.6.7.1 Creating a New Navigation in Short
In order to create a new navigation, consider following steps:
1. On the SysAdmin menu, click Navigation Wizard
The Navigation Wizard Window opens.
2. On the Navigations bar, click Create a new navigation
The Report Wizard opens.
3. Provide navigation parameters like Source Screen, Target Screen and Parameter
Mappings
4. Define Title and Description
5. Click the Save button
For detailed information read the following chapters.
6.6.7.2 Changing the Selected Navigation
For an existing navigation, the parameter mapping and the description and title may be changed.
Source and target screens are not modifiable. Select a navigation in the list at the right and choose
Change selected Navigation. A dialog opens and you can add or delete parameters.
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Figure 204: Parameter Mappings
6.6.7.3 Cloning a Navigation
This feature allows you to use an existing navigation as a basis to create a similar one. When choosing
this option, all steps as described earlier are the same, but all values are predefined by the selected
navigation. You may edit and change screens and parameters as needed.
6.6.7.4 Deleting a Navigation
This feature allows you to delete a navigation. When choosing this option, you will have to confirm that
you are deleting the selected entry.
6.6.7.5 Opening a Menu Setup
The Open menu setup provides a flexible mechanism to use functionality to add your navigations to
the context menu of the source report.
1. Select a navigation from the list at the right
2. Open the menu setup
The Navigation Menu screen appears and shows all currently active navigation menu entries
for the source report.
You can move these entries up and down, as needed.
You can add another entry to this list:
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3. Right-click on the screen.
4. Choose Insert Menu Item and click Navigation to add your previously defined navigation to
the menu.
You may also add a manually entered test and separators as needed. If you choose Insert
Sub Menu Item (available if you do a right-click on a menu item), you can add navigation
entries to submenus and group similar navigation links.
6.6.7.6 Using the Navigator
The Navigator allows opening a target report with a predefined filter that shows only relevant data
that is related to the highlighted rows of the current report.
1. Right-click in a screen (e.g. Ack Date Report screen).
The following context sensitive menu opens.

2. Click on Navigation.
Following the Navigation submenu, it provides the available links to other reports. Depending
on the configuration this may look like this:

3. Select a report.

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E.g. if you click on Push Alert (Order No) the Order View of the Push/Short Alert Report
opens and filters the results to orders that were previously highlighted in Ack Date Report.
The Query Builder in the target report shows the filter that was automatically applied.
6.6.8 Server Admin
In the Server Admin screen the system user can execute all supported server commands.
Figure 205: Server Admin
To execute a command the system user has two possibilities
Select a server command from the History section.
Type the command in the textbox or paste it from another location.
The following list gives a brief description of the button functionalities:

Execute the command

Insert the separator (pipe)

Save the command to the local history

Remove the command from the local history
Table 278: Button description
The Report tab shows the result of the server command (if the result is a report).

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Figure 206: Server Admin report tab
6.6.9 Business Calendar
For Business Calendar information please refer to chapter 2.1.3 where this screen is described in
detail.
6.6.10 Planning Grid
For Planning Grid information please refer to 2.1.2.2 where this screen is described in detail.
6.6.11 Statistics
The administrative reports provide a general statistics of the running or installed SCP Environment.
These will be accessed in the client from SysAdmin -> System -> Statistics menu item.
6.6.11.1 Active Sessions
The Active Sessions screen displays all active sessions of the system.
Figure 207: Active Sessions screen

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Column name Type Description
Session Id String The server session id.
User Name String The user assigned to the session.
Created At Timestamp The creation timestamp.
Last Accessed At Timestamp The timestamp when the user accessed the system
the last time.
Service Calls Integer Number of service invocations of this session.
Execution Time Integer The server-side execution time of all invocations in
seconds.
Table 279: Active Sessions - definition
6.6.11.2 Active Users
The Active Users screen displays all connected users of the system.
Figure 208: Active Users screen
User Name String The ID of the user as configured on the database.
User Group String The users user-group.
Language String The users language settings.
Admin Flag Indicates if the user has administrative rights.
Context ID String The users current working context, i.e. its scenario.

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Session ID String The users server session id.
Table 280: Active Users - definition
6.6.11.3 Service Response
The Service Response screen displays all successful service executions and their response time.

Figure 209: Service Response chart
The X-Axis displays the time granularity (Seconds, Minutes, Hours)
The left Y-Axis displays the sum of elapsed time/duration in milliseconds
The right Y-Axis displays the count of invoked services at given time
The report provides filter for the following:
Selection Criteria Description
Service Path Single and Multi Selection (Filter with list option)
Start Date / End
Date
Time selection to work with Received timestamp
Time Granularity Dropdown box with Seconds, Minutes, Hours options
Table 281: Service Response screen - selection criteria
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Service Path String The requested service path.
Service Method String The HTTP method used to invoke the service.
Service Status String The HTTP response status of the invoked service.
Received Timestamp The received timestamp of the invoked service.
Replied Timestamp The replied timestamp of the invoked service.
Duration Integer The elapsed time for the invoked service in
milliseconds.
Table 282: Service Response screen - description
6.6.11.4 Memory Usage
The Memory Usage screen displays the current snapshot of the Java Virtual Machine (JVM) memory
usage for the tenant SCP server. This report will cover both the heap and non-heap memory usage.
Figure 210: Memory Usage
Usage Heap or Non-Heap Memory Usage

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Time Range Sample time ranges like 1min, 5 min, 10 min, 30 min, 1 hour, 5 hour
Display All Items Displays the usage label for all points
Table 283: Memory Usage - description
The memory system of JVM manages the following kinds of memory:
Heap
The Java virtual machine has a heap that is the runtime data area from which memory for all class
instances and arrays are allocated. It is created at the Java virtual machine start-up. Heap memory for
objects is reclaimed by an automatic memory management system which is known as a garbage
collector.
The heap may be of a fixed size or may be expanded and shrunk. The memory for the heap does not
need to be contiguous.
Non-Heap Memory
The Java virtual machine manages memory other than the heap (referred as non-heap memory).
The Java virtual machine has a method area that is shared among all threads. The method area
belongs to non-heap memory. It stores per-class structures such as a runtime constant pool, field and
method data, and the code for methods and constructors. It is created at the Java virtual machine
start-up.
The method area is logically part of the heap but a Java virtual machine implementation may choose
not to either garbage, collect or compact it. Similar to the heap, the method area may be of a fixed
size or may be expanded and shrunk. The memory for the method area does not need to be
contiguous.
In addition to the method area, a Java virtual machine implementation may require memory for
internal processing or optimization, which also belongs to non-heap memory. For example, the JIT
compiler requires memory for storing the native machine code translated from the Java virtual
machine code for high performance.
The chart displays the used heap/non-heap memory in moving real-time.
The raw data the Memory Usage screen is based on, can be viewed in the Raw Data screen.
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Figure 211: Memory Usage Raw Data
Snapshot Date Timestamp The current snapshot timestamp.
Init Float The memory in Mega Bytes that the Java JVM initially
requests from the OS for memory management.
Max Float The maximum amount of memory in Mega Bytes that
can be used for memory management.
Used Float The used memory in Mega Bytes.
Committed Float The amount of memory in Mega Bytes that is committed
for the JVM to use.
Table 284: Memory Usage - report results
6.6.12 Inbound Interface Status
The Inbound Interface Status screen shows the status of the interface files that are expected to feed
the ICON-SCP system.
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Figure 212: Inbound Interface Status screen
File Name The name of the inbound interface file.
Last Processed Timestamp at which this interface was last processed.
Last Run Timestamp at which this interface was last scheduled.
Next Run Timestamp at which this interface is next scheduled.
Processor Clazz Name The java class name of the inbound interface processor.
Bo Clazz Name The business object class name of the inbound interface processor.
Hook Clazz Name The custom/standard hook class name of the inbound interface
processor.
Table 285: Inbound Interface Status - description
6.6.13 Outbound Interface Status
The Outbound Interface Status screen shows the status of the interface files that can be extracted
from the ICON-SCP system and feeding other systems. The Action flag is updatable and once checked,
the outbound interface will be considered for the next scheduled run.

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File Name The name of the outbound interface file.
Last Processed Timestamp at which this interface was last processed.
Last Run Timestamp at which this interface was last scheduled.
Next Run Timestamp at which this interface is next scheduled.
Action Flag If checked, this interface will be considered for the next scheduled run.
Processor Clazz Name The java class name of the outbound interface processor.
Table 286: Outbound Interface Status - description
6.6.14 Translations
It is possible to review/edit the translations for all available languages/locales by using the desired
administrative reports. Following reports are available:
Dictionary: To review/update the constants available from i18n resource bundle
Exception Dictionary: To review/update the messages available from i18n_exception resource
bundle
These reports will display the final results of the translations by considering the lookup algorithm and
the override.
6.6.14.1 Dictionary
The translations for constants like column names, labels etc. are available under SysAdmin
Translations Dictionary

Figure 213: Outbound Interface Status screen
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This displays the translations for all supported locales and with required override (if available). Updates
using this report will create override for the used tenant.
Figure 214: Dictionary screen
The top of the screen contains a Key group allowing users to add new translation keys, modify or
delete existing translation keys.
To add a new translation key:
1. Select button Modify.
2. Add the Key name.
3. Add the Value name.
4. Click on the Modify button.
To modify the value of an existing translation key:
1. Select the translation key you wish to modify from the screen.
2. Select button Modify.
3. Edit the Value name.
4. Click on the Modify button.
Note: The server logic verifies if the translation key already exists. If this is the case,
the key will be modified. Otherwise, the key will be added.
To delete an existing translation key (which has been inserted before):
1. Select the translation key you wish to delete.
2. Select button Delete.
3. Click on the Delete button.
Note: A key that has been inserted before will be completely deleted. A default key
(available in the translation files on the server) will be set back to its default value).

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Note: The Insert Row and Delete Row icons are not activated, as they are not intended
to be used for adding/modifying/deleting translation keys.
Key Filter: Key If preselected, locales are filtered by key pattern
Language Filter:
Language
If preselected, key patterns (constants) are filtered by locales
Table 287: Dictionary screen selection criteria
Key displays key patterns
Languages displays all supported locales
Table 288: Dictionary screen - report results
6.6.14.2 Exceptions
The translations for server exceptions are available under SysAdmin Translations Exceptions
This displays the translations for all supported locales and with required override (if available). Updates
using this report will create override for the used tenant.
Figure 215: Exceptions screen

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Key: Delete The translation keys can be removed
Key Filter: Key If preselected, locales are filtered by key pattern
Language Filter:
Language
If preselected, key patterns (server exceptions) are filtered by locales
Table 289: Dictionary screen selection criteria
Key displays key patterns
Languages displays all supported locales
Table 290: Dictionary screen - report results
6.6.15 Log Table
The Log Table traces executed commands and stores them to a table. Errors and service calls of any
user session are logged. By double clicking a record, the log entry is displayed in detail on the right
window (info text).
Figure 216: Log table
The Log Table is of good assistance for debugging purposes. Log options can be set for individual
tracing, deploying a unique filtering functionality.

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Category If selected, data is preselected by Category
Include Detail If selected, details will be retrieved for each event
Horizon filter The start/end date of the reporting period, which refers to the Timestamp
Auto Preview If checked, no double click needed
Open Log Opens the log table as text file
Table 291: Log Table selection criteria
The following table describes the column fields.
Category Group of events, e.g. Service Call, Login, Logout, Persistence errors
Event Listing of called services
Result Succeeded, Failed
Timestamp Date when the event was logged (terminated)
User Name User name of the user who has triggered the event
User Group User Group the user is belonging to.
Scenario ID Scenario number (in case of GLOBAL the Scenario ID is GLOBAL)
Scenario name Scenario name
Impact Level Info, Warning, Error, Fatal
Table 292: Log Table report results
6.6.16 Subscreen Customizing
The Subscreen Customizing tool provides the functionality to individually customize every screen,
including the following features:
change the appearance of a data window like defining a new format, the background color etc.
change the column names (as part of the Internationalization topic)
add/remove columns (joined/computed/auxiliary columns)
define which columns will be hidden by default
suppress repeating values
define default filters and sort order
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6.6.16.1 Subscreen Customizing - General Overview
The Subscreen Customizing report is structured in three sections:
Upper section contains buttons which perform customizations related to the subscreen, report
and columns
Middle section contains information about the subscreen data (Data Object, Description and
Syntax Id)
Lower section displays columns of the report inserted for customization
Additionally the very bottom part of the Subscreen Customizing report allows for:
preview of the customization (e.g. when changing themes and colors, you can see the effect)
as well as comparing the customization with the default settings
6.6.16.1.1 Upper Section Overview of the Buttons Functionalities
Following table provides an overview of the buttons functionalities:

Assign the subscreen to a user group

Reset customization back to the original syntax

Figure 217: Subscreen Customizing
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Reload the last saved customization

Add or remove columns

Collapse or Expand columns

Suppress Repeating Values

Define Default Filter and the Sort Mode

Expert Mode (Power Builder)

Change Label

Change Type

Change Colors

Change Protection

Change Visibility

Change Update Settings
Table 293: Subscreen Customizing - Overview of buttons functionalities
Note: all buttons functionalities refer to the selected row (syntax) in the Subscreen
Data window.
Refer to chapters 6.6.16.2, 6.6.16.3, 6.6.16.4 for a detail description of the buttons functionalities.
6.6.16.1.2 Middle Section Subscreen Data
The middle section of the Subscreen Customizing report shows the last customized/saved status of a
report. It does not list down all saved changes to a particular report (history of changes), but only the
last change. Only the inserted report (and the already customized subscreens) appear in this window.
A Syntax id will be assigned each time after saving changes. The Description field can be changed by
the user; per default the name of the report is displayed.
6.6.16.1.3 Lower section Report
This data window contains a list of all data fields of the selected report and the according settings. This
list can be used to select a certain data field for modification:
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Change the width of the column
Define the sort mode of the columns
The lower section shows an immediate change on the report, thus no save is required.
6.6.16.2 Subscreen
The Subscreen group buttons contain all options to manage the subscreen related topics.
6.6.16.2.1 User Group
With the button you can assign the subscreen to a user group.
Screen customization can be performed on:
User Group Level: Customization visible for all users belonging to the same user group
Global Level: Customization visible to all users
In order to assign the subscreen to a user group, perform following steps:
1. Customize a screen
2. Save the changes
3. In the middle section of the report, select the Syntax ID of the customized report you whish
to assign to a user group
4. Click on the User Group button
5. Select ALL if all users should see the customization or define a user group

Note: Per default, the customization is not visible. Only when assigning a User Group
(or ALL) to a customized report, the customization will be visible for the selected group
(or everybody).
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6.6.16.2.2 Reset Customizing
With the button you can reset the customization back to the original syntax. This means that all
changes you have performed on this particular screen, will be set back to the default settings.
6.6.16.2.3 Reload Customizing
With the button you can reload the last saved customization - if you havent saved the changes
yet you are currently working on.
6.6.16.3 Report
The Report group buttons contain all options to change the appearance of a screen related to the
report in general.
6.6.16.3.1 Add/Remove Columns
With the button you can add or remove columns in a particular screen. Please note that not all
columns can be added or removed. See below for details.
Figure 218: Add/Remove Columns
1. Standard report: in the standard report you can add or remove the dynamic columns
(auxiliaries, joined computed columns). You cannot add/remove the default columns.

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2. Custom report: in the custom report, it depends on the command which columns can be added
or removed.
2.1. With the defined column list e.g. report|part|columns=part,description: all columns that
are not part of the list can be added; columns that are part of the list cannot be removed.
2.2. Without the defined column list e.g. report|part (report pulls all records): all columns can
be added or removed.
6.6.16.3.2 Collapse/Expand Columns
With the button you can define which columns can be collapsed or expanded in a screen. Too
much information in a report might disrupt the attention of the users. Nevertheless in some cases, it
might be necessary to add more detailed information for further analysis. Because of this, certain
columns can be hidden by default. When clicking on a pre-defined column, the view will expand.
Figure 219: Collapse / Expand Columns
In order to set up columns for the collapsing/expanding view, perform following steps:
1. Select a column from the list on the left (Source Columns) to the Master Column list. This
will be your master column under which the children columns will be hidden. In the report
when clicking on the master column, the children columns will be expanded.

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2. Next, select the children columns which should be assigned to the master column and move
them to the Child Columns using the arrow-button.
3. Check the result setup in the Preview window. The tree structure shown on right side will then
update immediately.
6.6.16.3.3 Suppress Repeating Values
With the button suppress the repeating values of each row in the same column. Lets say the
report shows 20 records with different parts but the same depot. You can setup the screen to show the
depot name only in the first row.

Figure 220: Suppress Repeating Values
In order to customize the screen to suppress repeating values, choose one of the source columns on
the left and move it to the other side of the window with clicking on the arrow-button pointing to the
right.
6.6.16.3.4 Default Filter / Sort Mode
With the button you can define a default client filter and the sort mode.
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Figure 221: Default Filter/Sort Mode
When selecting the Filter Dialog button or the Sort Mode button, the according window will open
allowing you to perform the change. For details about the Filter Dialog and Sort Mode please refer to
6.2.12.
The changed filter and sort mode is not fixed or linked to the security settings. This means the user
can change it whenever needed.
6.6.16.3.5 Expert Mode
With the button you can exchange the whole syntax and modify all attributes. The use of this
functionality requires PB knowledge.
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Figure 222: Expert Mode
6.6.16.4 Columns
The Columns group buttons contain all options to change the appearance of a screen related to the
columns in the report.
6.6.16.4.1 Change Label
With the button you can change the label size the label name and multilanguage keys.
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Figure 223: Change Label
In order to change the label size, select one of the following:
Label Size Example
Normal

Large

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Excel Style

Table 294: Label size examples
In order to change the label name:
1. select the source column,
2. click in the entry field of Default Label
3. and type in the label name as it should appear in the report
4. select OK
In order to change the Multilanguage key:
1. Select the source column, e.g. part
2. Go the the Multilanguage key entry field and change the key name to Material
1.1. If the Multilanguage entry exist in the Dictionary, the label will show the translation
Material
1.2. If the Multilanguage key entry does not exist, the default label will be displayed (part).
Now you can change the Default Label to Material.
Note: if a column should be renamed application-wide, the modification can be done
by making an entry in the I8N table e.g. translating from part to material. Please
refer to ICON-SCP Administration Guide documentation, chapter Internationalization
for details.
6.6.16.4.2 Change Type
With the button you can change the column type and format.
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Figure 224: Change Type - Number
Depending on which data type you select on the left side under Source Columns, different type and
format attributes will be at your disposal. For example, if you select delivery_qty, which is a number,
you will have Edit and Dropdown as Attribute Type for selection.
Numbers:
Type Format Description
Edit Long Number without decimals. Will be rounded up or down.
Decimal Number with decimals. Under Decimal Places, the you can define
how many decimal places should be displayed.
Currency Number with decimals and currency symbol. Under Decimal Places
you can define how many decimal places should be displayed.
Table 295: Change Type - Edit
Type Choices Description
Dropdown You can select a dropdown form a list of fixed
dropdown available in the client:
The column has a dropdown

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You can define your own dropdown list box The column has a dropdown
Table 296: Change Type - Dropdown
String:
If you select a string (e.g. part), you will have Edit, Edit include list selection, Dropdown and
Checkbox as Attribute Type for selection.
Figure 225: Change Type - String
Type Choices Description

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Edit Case: any, upper, lower Use upper case or lower case for
the data in the entry field
(Module A, MODULE A, module
a)
Edit incl. list
selection
When you double click into a field, a list box opens

The column has a list box
Dropdown You can select a dropdown from a list of fixed
dropdown available in the client:

The column has a dropdown
You can define your own dropdown list box The column has a dropdown
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Checkbox You can define a checkbox for the selected string

The column is a checkbox (e.g.
a Plan Flag)
Table 297: Change Type - String
6.6.16.4.3 Change Colors
With the button you can change colors of the labels, columns, of the background and the text.
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Figure 226: Change Colors
In order to change the colors of the columns/labels:
1. Select the source column from the left window. You can even select several columns/labels to
which you want to apply the same colors by checking the Multiselection check box (select
Modify button when finished)
2. Now select the Attribute: Column or Label
3. Select the Object:
3.1. Default: sets the default color
3.2. Solid: sets only one color
3.3. Gradient: sets two colors
4. Select the colors
5. Click on OK

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When clicking into the Value or Expression box there is a selection of standard colors available, that
cannot be defined through the RGB value (such as transparent, windows background color), see below:

The colors are long values or a RGB value in the Expression box.
1. The long values will be calculated by the system, based on the RGB values:
1.1. The user selects the RGB values in (red, green, blue)
1.2. The system calculates the Long Value: 65536 * Blue + 256 * Green + Red
2. In the Expression box you can:
2.1. define a RGB value, e.g.: rgb ( 255,255,255)
2.2. or a condition, e.g.:
2.2.1. if ( part=test,rgb ( 255,255,255), rgb ( 0,0,0))
2.2.2. if (qty<0,rgb(255,0,0),0)
2.2.3. if (isnull(part), 255, 0 )
6.6.16.4.4 Change Protection
With the button you can protect the columns. The protected columns cannot be overridden, thus
they can be for display only. Under Expression you can define a condition under which a certain
column will be protected or not.
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Figure 227: Change Protection
6.6.16.4.5 Change Visibility
With the button you can make columns visible or invisible. Additionally you can define the width
of the column If you click on A, the system considers the width of the label (which is based on the
width of the text in the label).

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Figure 228: Change Visibility
6.6.16.4.6 Change Update Settings
With the button you can set key-columns and updateable columns. Additionally you can define a
Not-Null check. By doing so, the client will check if columns are null. Furthermore, with the Auto-Key
setting, the column will be automatically prefilled with an auto-key for all new rows (e.g.
mps_order_no in the CO report).
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Figure 229: Change Update Settings
6.6.17 Access Security Settings
There are two basic possibilities to provide object-related security properties. Meaning there are two
ways how the system user can constrain the access to certain objects. Objects can be fields, buttons or
a whole screen.
For example the system user must be able not just to exclude whole screens via menu configuration,
but to provide certain buttons, tables etc. with certain properties (not activated invisible, visible,
activated, read authority, write authority etc.) also within a view/screen.
Furthermore, also dynamic filters shall be definable to allow or forbid certain actions or viewings in
dependence of conditions (data, swelling values etc.). The described functionality can be defined on
user group level.
6.6.17.1 Access
Under the tab Access the system user is able to hide/protect objects and define default values for
some objects (date filters, checkboxes, etc.).
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Figure 230: Access Settings
How to assign access rights:
Right-click on the affected subscreen -> System Settings -> Access
Right-click on the affected object ( filter, checkbox, etc. ) -> Security.
6.6.17.2 Security
With the tab Security, it is possible for subscreens to hide, reject or protect special rows, which match
certain criteria.

Figure 231: Security Settings
With Filter you can hide special rows, while with Reject or Protect you can define expressions which
are not allowed. With Reject you can import or delete specified rows, while with Protect adding or
deleting the rows is not possible.
The expressions are valid for the entire row, meaning if you select Reject or Protect for the SCM
Security Type and define e.g. qty<0, the whole row with matching criterion cannot be changed.
How to assign security rights:
Right-click on the affected subscreen -> System Settings -> Security

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6.6.18 Drop-down Access
For the drop-down filters there are two other possibilities to provide object-related security properties
next to the Access/Security Settings.
6.6.18.1 Access
Under the tab Access, the system user is able to define Filters for some dropdown filters to hide rows,
which match a certain criteria.
Figure 232: Drop-down Access
The following list gives a brief description of the screen:
SCM Category Drop-down identifier
SCM Item Drop-down filter
Table 298: Drop-down Access description
6.6.18.2 Properties
Figure 233: Drop-down Access properties
With the tab Properties, it is possible to change properties for a drop-down filter.
The following list gives a brief description of the properties:
Property Description

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Description Description of the drop-down filter
Object Type Object type of the filter
Object name Object name of the filter
Property Syntax Property syntax of the drop-down filter
Table 299: Drop-down filter properties
How to assign the Properties:
Right-click on the affected drop-down filter -> Properties.
6.6.19 Ticker Setup
The Ticker Setup screen is the central screen to maintain the ticker messages.
Figure 234: Ticker Setup
All new ticker messages are appended to older ticker messages.
To clear all ticker messages press the Clear button.
To set a new ticker message press the Set button.
The ticker appears at the bottom of the ICON-SCP Client

6.6.20 Web Executor
The Web Executor screen provides a list of available Web Executor commands.

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Figure 235: Web Executor
These web executor commands can be made available for users from the menu of the ICON-SCP client
software. To add a web executor command to the menu use the Menu Configuration screen.
The url for the web executor service must be defined in the Parameter screen. The url must follow
this pattern: http://<servername>:<port>/webservices/executor
Figure 236: Parameter - Web Executor
6.6.21 External Dropdowns
The External Dropdowns tool provides the functionality to customize every static dropdown in ICON-
SCP. The static dropdowns can be report filters or dropdown boxes in subscreens.

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Figure 237: External Dropdowns

By clicking on Reload the customization layout is reloaded with the latest stored
changes.

By clicking on Reset the layout will be set back to the original state before any changes
were made.

By clicking on Save the modifications/customizations made will be saved, similar to
Save changes.
6.7 Miscellaneous
6.7.1 Client Retrieval Limits
In the ICON-SCP (Windows) Client, the reports you are retrieving are limited in size. If a report is too
big to display, you will see a message File too large". In this case, we recommend to limit the result
set by adding more or stricter filters.
There is no formula for what is possible in the client or not. Actual client behavior depends on
1. available RAM and other system resources
2. which reports were retrieved in the same session earlier, or are still open (Power Builder may
not release all used objects immediately)
3. other applications open
To do a full extract for external usage, we recommend a Python scripted approach to store the results
in a file or database table. This way, there is no limitation of the report size.
6.7.2 Reconnect
It may happen that the client loses the connection to the planning server due to network issues or
server maintenance. The client will automatically attempt to reconnect with the server when needed.

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Sometimes, it is desired to manually reconnect by selecting the Reconnect command from the File >
Server menu branch.
6.7.3 Configured Business Processes / Named Services
The available Named services can be found under the server menu. Apart from Reconnect, the
configured Named Services are listed based upon the system operation mode.
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7 Demand Reports
Reports are useful for analysis, because they bring together data from different areas and that data
can be sorted and subtotaled in different ways. Demand Reports and Supply Reports is a set of
standard reports available in ICON-SCP, but users also have the possibility to create their own custom
reports. All ICON-SCP reports come with very detailed filtering capabilities that allow users to fine-tune
the output as much as necessary.
This chapter covers demand related reports in ICON-SCP.
Management
Dashboard
Illustrates On-time Delivery and Lateness in terms of Order Line, Quantity
and Revenue.
Lateness Prio Map This report illustrates the number of items or quantity of items in regards
to On-time vs. Late and the Level of Priority.
Demand Commit Compares demand and commit by period resulting in delta (in units,
revenue, cost and margin).
Ack Date Report Collects the information on demands which can be fulfilled in requested
time and quantity.
Delivery Plan Provides information whether demands can be fulfilled in requested time
and quantity.
Delivery Workbench This report focuses on Deliveries and consists out of four other reports
(Delivery Plan, Pick List, Demand Flow, Graphical Pegging).
Top Down Pegging
Report
Helps to identify which supply items are allocated to fulfill a demand item
and whether the dependent demand is pegging to finished goods inventory,
work orders, on-hand component inventory or purchase orders.
Push Short Alert
Report
Helps to answer questions like: What are the material and capacity
bottlenecks? Which components are missing in order to deliver on-time?
Demand Bottom Up
Pegging
Explains Where and When parts/components are used for What
Demand Report Contains information regarding any withdrawal of inventory either based on
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independent or dependent demand.
Demand Flow Report This report displays the demand-pegging nodes and consumption-pegging-
nodes in a hierarchical view.
Pegging Report Contains information about the pegging structure. The pegging structure is
a bi-partit graph connecting demands with supplies and supplies with
consumptions and demands.
Pick List Report Displays the pick-list of the deliveries in the demand depot.
Locked Order Shows all orders, complete order item groups, order lines or individual
shipments (partials) that are locked, for example if there are issues with a
specific customer Locked Orders Report
7.1 Management Dashboard
The Management Dashboard Report provides information on On-time Delivery and Lateness based
on:
Order Line (Order Line counts orders as one unit (one order can have multiple items))
Quantity (Quantity counts the quantities of all items (over all orders))
Revenue (Revenue percentage is based on the unit price)
The report shows additionally the Total Excess Value and the Excess Value by Date and visualizes the
information in a graphical view.
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Figure 238: Management Dashboard Report
The Settings screen has the purpose to define colors for:
Ontime delivery values (in %)
Avg Lateness values
Excess values

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Figure 239: Management Dashboard Report Settings
7.1.1 Retrieving Data
Depot/Family/List If specified, data is filtered by Depot Name, Depot Family or Depot List.
Part/Family/List If specified, data is filtered by Part Number, Part Family or Part List.
Controller If specified, data is filtered by Controller.
Product Line If specified, data is filtered by Product Line.
Table 300: Management Dashboard Report selection criteria

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Result retrieval which is based on the selection criteria and filters can be triggered by clicking the
Retrieve button.
7.1.2 Report Results
On-Time Delivery: Order Line The percentage of all orders that have been delivered on-time.
The Order is considered as one unit and is the basis for the
calculation.
On-time Delivery: Quantity The percentage of all quantities that have been delivered on-
time. The Quantities of all Items (an Order can contain several
Items and one Item can have multiple Quantities) is considered
as one unit and is the basis for the calculation.
On-time Delivery: Revenue The percentage of the Delivery Revenue that has been delivered
on-time.
Average Lateness by Order Line The average of all orders that have been delivered late. The
Order is considered as one unit and is the basis for the
calculation.
Lateness by Quantity The average of all quantities that have been delivered late. The
Quantities of all Items (an Order can contain several Items and
one Item can have multiple Quantities) is considered as one unit
and is the basis for the calculation.
Lateness by Revenue The average of the Delivery Revenue that has been delivered
late.
Excess Value Total The Total amount declared as Excess
Excess Value by Date The Excess amount development reported in a time graph
Table 301: Management Dashboard report results
7.1.3 Report Analysis
The first three diagrams on the first row show the on-time deliveries based on:
Order Line: 53.85% of all items were delivered on-time
Quantity: 68.47% of all quantities (of all items) were delivered on-time
Revenue: 68.29% of the Revenue has been delivered on-time
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The next three diagrams on the second row show the average lateness of all demands delivered late
(in days):
Order Line: the average lateness of all late items is 9.269 days
Quantity: the average lateness of all late quantities is 6.668 days
Revenue: the average lateness of the Revenue portion based on late deliveries is 6.698 days

By clicking on the button Details, you can investigate the underlying data (Delivery Plan Report)
which compose the diagrams.
7.2 Lateness Prio Map
The Lateness Prio Map report provides information about number of items or quantity of items in
regards to On-time vs. Late and the Level of Priority. The quantities and items are accumulated for
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each Priority/Lateness combination. It is a two dimensional bubble view of the Delivery Plan report,
where users can easily define the range amounts for the two dimensions On-time and Priority.
Thus, the basic idea of this report is to monitor:
how many items (or quantity of items) are on time or late
with simultaneously visualizing the level of importance of these items
For number of items, the system counts each line and groups the lines together according to the
selection. Thus if we talk about e.g. 3 items: 2 PCs, 2 keyboards, 5 monitors, all items (items = 3) will
be grouped together into the calculated priority and lateness category (bubble). For quantities, the
certain amount of each item e.g. 2 PC, 2 keyboards, 5 monitors (quantity = 9) will be summarized in a
particular bubble.
The Settings screen has the following purposes:
Definition of colors for the Priority/Lateness time series
Specification of level numbers for Priority and Lateness axes
Definition of the range amount for each level
Figure 240: Lateness/Prio Map
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Data can be retrieved with the following selection criteria:
Start Date The start date of the reporting period, which refers to the demands Due
Dates. Demands having a Due Date < Start Date will not be included in
the report results
End Date The end date of the reporting period, which refers to the demands Due
Dates. Demands having a Due Date > End Date will not be included in
the report results
Order Item Number If specified, the report results are filtered by Order Item Number,
Figure 241: Lateness/ Prio Map - Settings
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otherwise across all order item numbers. Please note that all members of
the order group of the given Order Item Number are displayed as well
Dmd Origin Filter the report results by choosing the demand origin from the drop
down menu:
All: The selection will be done across all demand types.
IR: The selection will be done across Inventory Reservations.
CO: The selection will be done across Customer Orders.
AD: The selection will be done across Additional Demand.
FC: The selection will be done across Forecast.
Table 302: Lateness Prio Map selection criteria
Retrieve button.
Quantity certain amount of each item e.g. 2 PC, 2 keyboards, 5 monitors (quantity
= 9) will be summarized in a particular bubble
Items system counts each line and groups the lines together according to the
selection
Value Value represents the quantity or the item
Percent Percent Portion of the Lateness/Priority category in the two dimensional
view presented as Percentage
Lateness Dimension defining certain ranges for deliveries in terms of On-time or
Late. The Late category can be split into several sub categories e.g. Late
=< 1 week or Late=< 1 month. The user can define the Lateness sub
categories as needed
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Priority Dimension defining certain ranges for deliveries in terms of Priority. The
Priority category can be split into several sub categories e.g. High,
Medium, Low. The crucial variable which assigns the deliveries to either
High, Medium or Low is the Priority number e.g. 8000 which of course
can be determined by the user.
Table 303: Lateness Prio Map - report results
The following example will explain the calculation of the quantity in regards to On-time/Late and
Priority values. We are taking a closer look at the green bubble with on-time delivery, high priority and
quantity=1000.

From the Lateness/Prio Map report we have an overview of how many units are ontime and late and if
these units are high prioritized or not. But when it comes to analysis which deliveries are behind the
bubbles, following steps can be done:
First the Lateness and Priority settings in the screen Settings will be verified (as shown in the
chapter earlier). Here the user can define when is a delivery on-time and when late. Also when is a
delivery assigned to Low/Medium/High priority.
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The calculation of 1000 units is based on the results in the Delivery Plan report.

We will consider only the high prioritized deliveries with NumPriority =<10 (as defined in the
Settings). That will be the first 7 records in the Delivery Plan.
But not all seven records are on-time. Compare the Due Date with the Delivery Date. According to
the Settings, on-time is defined as zero days difference between the two dates. Therefore, only the
first four records in the Delivery Plan are on-time (and have a high priority).
Now summing up the Delivery Quantities of the four records (300+200+200+300) will result in 1000
units.
7.3 Demand Commit
The Demand Commit report is a pivot-like presentation of the Delivery Plan results. Demand and
Commit (= feasible fulfillment of the demand) are compared period by period, resulting in a Delta per
period and a Cumulative Delta over time. The report offers a scenario filtering capability allowing the
user to compare the scenarios with the global plan. Thus, the basic idea of this report is to identify:
What is the delta between demand and commit per period in units, revenue, costs and margin?
What is the cumulative delta over time?
What are the scenario differences compared with the global plan?
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Figure 242: Demand Commit Report
Beside the Demand Commit (View) report there are two more tabs available:
Raw Data (source data based on Delivery Plan report)
Settings (color definition)
The Demand Commit (Raw Data) contains the source data for the Demand Commit (View)
presentation. The source data is presented in a Delivery Plan.
In the Settings screen the color of Delta and the Cumulative Delta can be defined:

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Dmd Origin Filter the report results by choosing the demand origin from the drop down
menu:
Scenario Filter An active scenario or a list of active scenarios will be selected; If specified,
data is filtered by selected scenario or scenario list.
Setup Opens Demand Commit Setup to define on which level data should be
grouped
Table 304: Demand Commit selection criteria
Retrieve button.
By clicking the Setup button the pivot table columns can be defined.
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Figure 243: Demand Commit Setup
Following table provides description of the selection criteria:
Available Fields Available fields (from the Demand Commit) that can be selected for
grouping. The columns can be defined by drag & drop.
Settings (Save) Save button to save the settings
Totals
(Subtotals/Totals)
If Subtotals/Totals check box is checked, the Subtotals/Totals will be
displayed in the report. If no check is checked, neither Subtotals nor Totals
information will be displayed in the report.
Group by Displays selected list of fields (from Available Fields) that are selected for
grouping
Horizon Specifies the number and bucket size of periods to be displayed. This can be
either days, weeks or months

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Timeseries Both/Demand/Commit:
Specifies if only Demand data, Commit data or both are displayed.
Delta/Cumulative Data:
Specifies if Delta rows appear below Demand and Commit rows. Delta refers
to the Delta per period between Demand and Commit and Cumulative Delta
refers to the cumulated delta over time.
Unit of Measure:
Specifies if Units, Revenue, Cost, Margin (or all) should be displayed.
Table 305: Demand Commit Setup
Depot Identifier of the Depot
Part Part number as defined in Parts Master
[] Fields in squared brackets can be configured in Commit Proposals Setup
Category Depending on the state of the Proposals and Delta Proposals check boxes,
the column shows labels for the Demand, Commit, Delta and Cumulative
Delta time series.
Day/Week/Month A time series of the periods you have preselected
Table 306: Demand Commit report result
In the below example we will take a look into the demand and commit units of the SYSTEM_1 product
in the first two planning weeks (5-15 and 5-21):
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SYSTEM_1: Demand(500) Commit(300)=Delta (-200) -> we are 300 units short
SYSTEM_2: Demand(300) Commit (300)=Delta (0)
By double-clicking on one of the demand fields in the Demand Commit report, the Primary demand
report opens and the particular demand is displayed. This specific demand constitutes of the demands
which are listed in the Primary Demand report. The sum of the figures in the column Req Qty
(Requested Quantity) in the Primary Demand is the same demand value as in the Demand Commit
report.
7.4 Ack Date Report
The Acknowledgement Report (Ack Date Report) provides information of demands, which can be
fulfilled in requested time and quantity. For every single demand element considered in planning, the
demand delivery schedule is reported and therefore the report enables planners to provide realistic
commit dates (acknowledgement dates) to their customers.
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Figure 244: Ack Date Report
Example: In order to analyze if a special promotion can be supported by the manufacturing
organization, a planner enters an Additional Demand of e.g. 1000 units for a certain date and runs a
recalculation. Looking at the Ack Date Report, the planner will find the date(s) when the Additional
Demand will be available for delivery.
Besides providing the pure delivery schedule information, the report serves several other purposes,
too, such as:
Highlight demand elements (partial deliveries, delivery items), which are qualified for Release
to Production.
In case of late deliveries, the report indicates what type of shortage is causing the delay.
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Order Item Number If provided, data is being pre-filtered by the respective order item
number. Otherwise data for all order item numbers is being displayed in
the report.
the report results. By double-clicking into the date textbox a calendar
tool opens where a date may be picked.
End Date The report displays records for periods equal to or less than the provided
date. By double-clicking into the date textbox a calendar tool opens
where a date may be picked.
Order Type If specified, data is filtered by Order Type.
Order Status If specified, data is filtered by Order Status types.
Priority If specified, data is filtered by Demand Priority IDs. Filter: Filters the
demand according to its status:
All: The selection will be done across all demands.
Feasible: Data is preselected by feasible demand elements. A demand
element is considered feasible if it matches the releasability criteria but
shows a delivery date beyond certain number of days defined by the
system parameter RTP_RELEASE_WINDOW.
Releasable: Data is filtered for releasable demand elements. A demand
element is considered releasable if it matches the releasability criteria
and shows a delivery date within a certain number of days defined by the
system parameter RTP_RELEASE_WINDOW *.
Locked: Data is preselected by locked orders. An order is locked if parts,
order partials or the order itself is locked for any reason.
Pulled: Data is preselected by pulled orders. An order is pulled if its
Delivery date is before its Due date.
Pullable: Data is preselected by pullable orders. An order is pullable if
Earliest Acceptance Date (EAD) < Req. date and the NO PULL entry in
the CO table is 0.
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down menu:
Partial Number If specified, data is filtered by Partial Number.
Ack Date Filter Status If specified, data is filtered by Ack Date Filter Status: Releasable,
Feasible, Pullable, Pulled, Locked, ALL
Ack Date Filter Hierarchy If specified, data is filtered by Hierarchy: Delivery, Item
Display Filter: Collapsed If checked, data is displayed collapsed
Table 307: Ack Date Report selection criteria
Retrieve button.
Note: Deliveries that contain multiple delivery items will always be reported in
complete in order to avoid incomplete releases. The report results therefore might
contain records, which do not match the specific filter criteria chosen.
In order to have a look at the Top Down Pegging report for a specific demand item press the TD
Pegging button. To access the Replenishment report for the part/depot of the selected line press the
Replen button.
Order Item No Order Item (Order + Order Line) number
Order No Order Number
Partial No Partial Number of the customer order. When a Partial Number is specified
individual shipments of an order are planned independent from any other
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shipments (partials) of the same order number
OI Group Identifier to group different customer order items, e.g. in one shopping
basket
Item No Item Number of CO, AD and IR
Delivery No Delivery Number generated by the planning engine to define executable
demand
MPS Order No A system generated unique ID of the demand.
Primary Demand No The (ICON-SCP internal) ID of the primary demand element, as referenced in
primary demand table
Group No For Customer Orders (CO), the parameter CO_GROUP_MODE defines the
generation rule for order groups. Order Group level attributes are
synchronized for all items within a demand group
Depot Identifier of the depot
Part Identifier of the part
Customer Identifier of the customer
Delivery Date Delivery Date of the Demand Item. The column can be expanded by clicking
on its header.
Delivery Qty Quantity which can be delivered
determined by using the Req(uested) date and Ack Date information from the
demand input, e.g. customer orders. Furthermore, it is result of the Order
synchronization step.
enabled.
Req Qty Requested Quantity. The ordered quantity as entered in CO, AD, FC or IR
Num Priority Priority of the demand item.
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Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item
as configured in the system parameters. Either no partial shipments
of an order are allowed or partial shipments of complete order lines or
shipments of partial quantities of an order line.
Demand Origin Demand Origin. Displays the source of the demand - CO, AD, FC or IR
Release Flag Release status of entire delivery
Release Code Displays the state of the order:
R (releasable order)
F (feasible order)
Item Release Flag Release status of this item of the delivery
Table 308: Ack Date report results
Report Analysis
In this exercise we want to address the following issue:
Can demands be fulfilled in requested time and quantity?

As an example the order item Order102200 due on 06/25/2010 with the Requested quantity of
400 can be delivered on-time. The order item Order100500 due on 06/04/2010 can be satisfied with
the Requested quantity of 600 but cannot can be delivered on-time, as the delivery date is on
06/24/2010.
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7.5 Delivery Plan
The Delivery Plan report provides information whether demands can be fulfilled in requested time and
quantity. For every single demand element considered in planning, the demand delivery schedule is
reported. Additionally the Revenue, Cost and Margin information is reported comparing the requested
with delivered monetary results. Thus the basic idea of this report is to identify:
Can the demand be fulfilled as requested in time and quantity?
Which demand is late?
What is the requested and delivered Revenue/Cost/Margin?
Therefore, the report enables planners to provide a delivery plan to their customers.
Figure 245: Delivery Plan Report
Deliveries that contain multiple delivery items will always be reported by complete order group. The
report results therefore might contain records, which do not match the specific filter criteria chosen,
but belong to the same order group.
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Dates. Demands having a Due Date < Start Date will not be included in the
report results
End Date The end date of the reporting period, which refers to the demands Due
Dates. Demands having a Due Date > End Date will not be included in the
report results
Order Item Number If specified, the report results are filtered by Order Item Number, otherwise
across all order item numbers. Please note that all members of the order
group of the given Order Item Number are displayed as well
Dmd Origin Filter the report results by choosing the demand origin from the drop down
menu:
Table 309: Delivery Plan selection criteria
Retrieve button.
Additional buttons in the upper right corner are:
Replenishment: Click to open the Replenishment report for the respective depot/part.
TD Pegging: Click to open the Top Down Pegging report for a specific demand item.
Order Item No The Order Item Number of the demand element, usually consists of a
combination of the order number and item number
Delivery No The unique identifier of the delivery
Demand No The (ICON-SCP internal) ID of the demand element, taken from demand
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input tables (e.g. the ID of a single CO or AD)
Customer Identifier of the Customer
Demand Origin Displays the source of the demand either Customer Order (CO), Additional
Demand (AD), Forecast (FC) or Inventory Reservation (IR)
Due Date The due date of the demand elements order group considered in planning.
The due date is determined by using the Req(uested) date and Ack Date
information from the demand input, e.g. customer orders.
enabled.
Delivery Date The actual Delivery Date of the Demand Item based on demand priorities and
available supply
PSD Production Start Date. It is the actual starting date of building a product.
PCD Production Completion Date
Req Qty The requested Date of a demand elements order group
Delivery Qty The quantity which is delivered
Req Revenue Req Qty x Unit Price
Delivery Revenue Delivery Qty x Unit Price
Req Cost Req Qty x Unit Roll Up Cost;
Unit Roll Up Cost calculation:
The sum of Unit Roll-Up Cost of the children multiplied with their pegging
quantities. The sum is then divided by the nodes pegging quantity.
If the pegging node refers to a supply the unit processing cost of the supply
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is added to the quotient.
Delivery Cost Delivery Qty x Unit Roll Up Cost;
Unit Roll Up Cost calculation:
The sum of Unit Roll-Up Cost of the children multiplied with their pegging
quantities. The sum is then divided by the nodes pegging quantity.
If the pegging node refers to a supply the unit processing cost of the supply
is added to the quotient.
Req Margin Req Revenue [$] Req Cost [$]
Delivery Margin Delivery Revenue [$] Delivery Cost [$]
Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item
as configured in the system parameters. Either no partial shipments
of an order are allowed or partial shipments of complete order lines
or shipments of partial quantities of an order line.
Num Priority Numeric Priority of the demand element, e.g. result of Priority Manager
Table 310: Delivery Plan report results
By clicking on the blue marked columns additional columns can be unhidden which provide detail
information to a certain blue marked column. For instance, by clicking on the column Delivery Date,
two more columns (PSD and PCD) can be unhidden and hidden which provide the Production Start
Date (PSD) and the Production Completion Date (PCD).
In this example, we want to find out:
If the demand can be fulfilled as requested in time and quantity and
which demand is late.
We will take a closer look into the highlighted Deliveries on the screenshot below:
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Both groups (red circled) have a high priority (defined in the Lateness Prio Map).
The upper group of the deliveries can ship the requested quantities (Req Qty = Delivery Qty) and the
shipments are fulfilled on-time (Due Date = Delivery Date).
The below group of the deliveries can ship the requested quantities but the Due Date on 05-28-2010
cannot be met. The expected Delivery Date of this demand is on 06/24/2010 which means that the
demand can be fulfilled with a delay of >2 weeks.
Due Date Requested Date =0 -> On-time
Due Date Requested Date >0 ->On-time
For the calculation a working calendar is used which has been previously defined in the Calendar
Workbench.
7.6 Delivery Workbench
The Delivery Workbench report allows focusing on all deliveries. The report consists of four reports:
a detailed overview of all deliveries (Delivery Plan report) in the middle section,
Pick-List Report,
Demand-Flow Report
and Graphical Pegging Report in the lower section.
Based on the selected item in the overview section (Delivery Plan), the client synchronizes the
according records in the selected report from the lower section.
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Figure 246: Delivery Workbench
For details regarding Filter criteria and the middle section of the Delivery Workbench (Delivery
Plan), please refer to chapter 7.5.
For details regarding Demand Flow Report in the lower section of the Delivery Workbench Report,
please refer to chapter 7.11.
For details regarding Pick List Report in the lower section of the Delivery Workbench Report,
please refer to chapter 7.13.
The Graphical Pegging Report in the lower section of the Delivery Workbench Report provides a
valuable information for users when analyzing shortages. The Graphical Pegging Report will be
examined in the next chapter in detail.
7.6.1 Graphical Pegging Report
The Graphical Pegging Report provides a valuable information for users when analyzing shortages.
The report consists of two elements:
Pegging information
Shortage information

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Figure 247: Graphical Pegging Report
The pegging information is displayed hierarchically in a data window. It displays all demand pegging
nodes for a particular delivery-item. Every row stands for a part (or capacity consumed for this part).
If there is a part several times in the same BOM, there will be multiple rows for this part.
The shortage/excess information is added as a graphic to the column KPI (Key Performance
Indicator). The shortage/excess information can be obtained using a modified LFD-inventory. The LFD-
inventory is based on the demand at its Latest Feasible Date and the fixed supplies. The color coding is
based on the inventory development of a particular part:
inv_lfd[t] = exec_wcd [t] matl_req_lfd [t] + inv [t 1]
In case of inventory shortage (Inv LFD is negative), it will show up as a red bar for the particular time
bucket. In case of inventory excess or inventory equal zero (Inv LFD is positive), it will show up as a
green bar for the particular time bucket.
Additionally there are Latest Feasible Date (LFD) and the Effective Date which are displayed in the
KPI column. The LFD date is the blue square and the Effective Date is the black square. The
Effective date (black square) shows when the supply component is actually pegging against the
demand. While on the other side the Latest Feasible Date shows the latest feasible date when the
component should peg against the demand according to the original requested date.
The LFD-Inventory is limited to the frozen horizon, that is the minimum frozen horizon of all available
processes of the part. The frozen horizon shows a grey bar for the defined time buckets.
Next to the material, also capacity is displayed on each level where capacity is used. Capacity can be
recognized as a process name in the column Part. The report displays all demand pegging nodes for a
particular capacity-depot process. For capacities, the KPI column shows the capacity availability and
the capacity consumption using the latest feasible date over the complete horizon. This means the
graphical buckets shown are consistent with the Capacity Requirements Report, when the Display
Filter is set as Needed.

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7.6.1.1 Report Results
Depot Depot name of the Delivery item
Part Part number of the material, whose purchase order is proposed to be
changed
KPI Key Performance Indicator. The multi colored bar representing the
inventory, effective date, LFD and frozen horizon. The width of the KPI
column is automatically set based on the length of the planning horizon.
Effective Date Date when material is actually pegging against the demand and the
capacity is actually being consumed
LFD Latest Feasible Date when the material or capacity needs to be available
for Assembly/Final Assembly or delivery to the customer.
Effective Qty The unit quantity that is actually being pegged against the demand.
Demand No Demand Number
Table 311: Graphical Pegging Report - report results
7.6.1.2 Report Analysis
In this example we want to examine the pegging structure and the inventory development of a
particular delivery item in the Delivery Workbench Report (Delivery Plan).
Let us consider following example:

As we can see, for the particular Demand No as shown in the Demand No column there are two parts
and one capacity displayed hierarchically.
The pegging starts with the capacity consumption of 200 units for the FINAL_ASSEMBLY in the depot
CM1. The capacity (for the part SYSTEM1) is consumed on May 21
th
and it should be consumed latest
May 21
th
.
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On the next higher level you can recognize the part SYSTEM_1 in the depot CM1 that is pegged against
the demand on May 21
th
.
The top level of the pegging tree shows the final pegging of the part SYSTEM1 in the DC1 depot
against the demand on the Latest Feasible Date, May 28
th
.
7.7 Top Down Pegging Report
The Top Down Pegging Report provides an explosion of demand from independent demand to
dependent demand items through the whole supply network (i.e. through BOMs and supply chain
links). The Top Down Pegging Report helps to identify what supply items are being allocated to
fulfill a demand item. It also displays the work order or purchase order ID if applicable.
Figure 248: Top Down Pegging Report

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the report.
Order Type If provided, data is being pre-filtered by the respective order type.
Otherwise data for all order types is being displayed in the report.
Partial Number If provided, data is being pre-filtered by the respective (delivery) partial
number. Otherwise data for all partial numbers is being displayed in the
report.
Priority If provided, data is being pre-filtered by the respective demand priority.
Otherwise data for all demand priorities is being displayed in the report.
Replenishment button Opens the Replenishment Report for the highlighted component.
Table 312: Top Down Pegging Report selection criteria
Retrieve button.
demand
Primary Demand
No
The (ICON-SCP internal) ID of the primary demand element, as referenced in
Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item as
configured in the system parameters. Either no partial shipments of an order
are allowed or partial shipments of complete order lines or shipments of partial
quantities of an order line.
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Demand Origin Demand Origin. Displays the source of the demand - CO, AD, FC or IR
Delivery Date Delivery Date of the Demand Item. The column can be expanded by clicking on
its header.
Delivery Qty Quantity which can be delivered
determined by using the Req(uested) date and Ack Date information from the
demand input, e.g. customer orders. Furthermore, it is result of the Order
synchronization step.
Preferred Date The earliest date, when the customer accepts a delivery. In case of a deviation
from due date this date is considered in case pulling demands is enabled.
Depot Name of Depot where the Order No has been placed
Part Product ID of the ordered product
Customer Customer ID
C Total Qty Total quantity used of the component in the component depot.
C Depot Component depot. Depot where the supply part is coming from.
Component Supply Part (component) Name
Pegging Date Date when supply is available for further processing (i.e. is planned to be used
for corresponding demand)
Pegging Qty Quantity of the resource (supply item) which is pegging against the demand
item (Order item or partial).
ISO Number Order-item-no of the referenced planned order if applicable.
Supply No Identifier of the supply element on the source table.
PO Number Purchase Order Number
Table 313: Top Down Pegging report results
In this exercise, we want to address the following issues:
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Which supply items (parts and components) are pegged to the demand item?
First we will take a look at the few key demand criteria:
1. Order Item No: expandable field containing order identification information
2. Due Date: expandable column contains several different dates that can be used in order to
calculate the Due Date
3. Depot: Name of Depot where the Order has been placed

Then we take a look at the components consumed and their information:
1. C Total quantity: used of the component in the component depot
2. C Depot: Name of depot where the supply part is coming from
3. Pegging Date: when is the supply part pegging against the demand item
7.8 Push Short Alert Report
The Push Short Alert Report is a key report for a shortage analysis. There are two views available:
1. Push Alert Report (Shortages on Order)
2. Short Alert Report (Shortages on Part)
The basic concept of the Push Alert Report is to answer the question:
What are the material and capacity bottlenecks?
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The basic concept of the Short Alert Report is to answer the question:
Which components are missing in order to deliver on-time?
Figure 249: Push/Short Alert Report
Shortage Reason includes:
1. Hard shortage: this situation occurs, when a tangible shortage of material or capacity has been
identified in an order.
2. Soft shortages: this situation occurs at an order A, when an order B gets material or a capacity
pegged from order A as a consequence from order A having a secondary shortage that
prevents it from being completed anyway.
3. Potential shortages: this situation occurs at an order B, when order B gets material or a
capacity pegged which was reallocated from order A as a result from secondary shortages on
order A.

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Order Item Number If provided, data is pre-filtered by the respective order item number.
Otherwise data for all order item numbers is being displayed in the report.
Select:
Order/Part
The Select radio buttons with the options Order or Part enables the user to
switch between the two previously mentioned report views:
Order: Pulls the report in Push Alert mode which reflects the shortages based
on orders
Part: Pulls the report in Short Alert mode which reflects the shortages based
on parts
View:
All/Short
The View radio buttons with the options All or Short allows for further
filtering:
All: Pulls all orders that are affected by shortages regardless of the expected
fulfillment date
Short: Pulls all orders that are expected to never be fulfilled within the
planning horizon as a result from shortages
Order Type If provided, data is pre-filtered by the respective order type. Otherwise, data
for all order types is being displayed in the report.
Priority If provided, data is pre-filtered by the respective demand priority. Otherwise,
data for all demand priorities is displayed in the report.
Partial No Filter Partial Number i.e. individual shipment of an order
Table 314: Push Short Alert Report selection criteria
Retrieve button.
Note: In the Partmode, the filter boxes Order Item No Filter, Order Filter,
Priority Filter, Partial No Filter are enabled as they do not apply in this mode.
Order Item No Customer Order Item Number from the Execution System
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Delivery No Identifier of the delivery
Num Priority Priority of the order (used for material and capacity availability check when
referenced in the Demand Priority scheme)
Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item as
configured in the system parameters. Either no partial shipments of an order
are allowed or partial shipments of complete order lines or shipments of
partial quantities of an order line.
Dmd Origin Reflects the type of demand that initiated the material allocation, e.g.
customer orders
Part Part number which is affected by the shortage
Delivery Date Reflects the date when the line item needs to be entirely delivered
Delivery Qty Units expected to be delivered for the order item number or the partial from
an order item number
Due Date Reflects the date when the line item needs to be entirely completed
enabled.
Reason Identifies the Shortage type
HARD (Hard Shortage): Delivery delayed and component or capacity based
analysis indicates that component or capacity is a true bottleneck at Latest
Feasible Date.
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SOFT (Soft Shortage): Delivery currently delayed but component or capacity
based analysis indicates that the component or capacity is not a true
bottleneck and is able to clear, when all HARD shortages of the demand are
cleared
POTENTIAL (Potential Shortage): Delivery not delayed but component or
capacity based analysis indicates that the component or capacity becomes a
true bottleneck at Latest Feasible Date when all demands with higher priority
clear their HARD shortages
NONE: For the specific delivery, the component or capacity is not a
bottleneck, but for other demands requesting the component or capacity with
the same Latest Feasible Date the same component or capacity is a
bottleneck component or capacity. So overall, the component or capacity is
short, but the demand is not impacted (due to high enough priority)
RESPONSE_TIME: Order request date is inside production lead time. All
components or capacities are available, but due to internal LT or order
synchronization, order is still late
Resource Depot Identifier of the depot, where the component or capacity, causing the push
out/ delay of the delivery, is allocated
Resource Identifier of the part or capacity which causes the shortage
Resource Type Type of the affected entity, e.g. PART, CAPACITY
Pegging Date Date when supply is available for further processing (i.e. is planned to be
used for corresponding demand)
Pegging Qty Quantity of the resource (supply item) which is pegging against the demand
item (Order item or partial)
Short Qty Missing component quantity necessary to cover the full demand/line item on
the latest feasible date
Order Qty Only visible with Part View; Order quantity or all partials referenced to
OSPI
OSPI Qty Only visible with Part View; Total number of order partial items that are
prevented to be delivered on time due to part or capacity which causes the
shortage (in the Resource column).
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Table 315: Push Short Alert report results
What is the requested quantity compared to the short quantity?
What is the requested date compared to the delivery date?
Which part or capacity is causing the shortage?
What type of a shortage is it?

In the screenshot the Delivery Date of the demand in the highlighted row is 06/24/2010 although the
Requested Date is 06/04/2010. The reason for the delay is the material (not capacity) as you can see
in the column Resource Type. All 600 units of the Pegging Qty are missing (Short Qty). The part
COOLING_UNIT can peg against the demand not before 6/14/2010 (Pegging Date). Furthermore, the
shortage type is displayed in the column Reason which is HARD in this example. This means that this
part is a real bottleneck at the latest feasible date.
7.9 Demand Bottom Up Pegging
The Demand Bottom Up Pegging report serves the purpose of Where and When used for What
Report for parts/components which are at any level of the BoM/Supply Chain. Its the point to go to
identify the consumption date and the source of demand.
It allows a systematical view of:
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Where components are used/allocated (production)?
Which primary demand (parent part and depot) is driving the requirements?
The Demand Bottom Up Pegging report is an aggregated view of the individual Bottom Up Pegging
List screens that can be selected from Replenishment report, Shortage/Excess report, and Critical
Receipts report.
Figure 250: Demand Bottom Up Pegging Report
Aggregation Filter:
Group/List
If specified, data is aggregated by selected Group or Group List.
The Group selection box allows determining the level of aggregation (the
aggregation data is based on the Delivery Plan) for the displayed parts. The
chosen level is represented in the expandable first column of the report. The
default aggregation level is None.

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Days/Weeks/Months This selection defines the period of time in days, weeks and months for which
the Pegging Report is generated. The information is displayed first according
to the number of days selected, then according to the weeks and finally
according to the number of months in the respective fields. If all are set to -
1, data is presented with the maximum number of daily values available
followed by the remaining number of monthly values, preset in the system
parameters (DAILYMONTH/MONTHLYMONTH)
Table 316: Demand Bottom Up Pegging Report selection criteria
Retrieve button.
1st Column This column shows data according to the level of aggregation selected in the
Group drop down box. It can be one of the available aggregation levels.
BS Bucket size in days of the reported period
Period Displays the date when supply is required to be pegged against some (/
consumed by a) demand element
Mat(erial)
Req(uirements)
Required quantity of components, necessary to cover a demand for the
Period. In order to get more information regarding the source of demand, the
column can be expanded by clicking on its header
Matl Req IR Portion of the Material Requirements on the selected part /material caused by
Inventory Reservations
Matl Req CO Portion of the Material Requirements on the selected part /material caused by
Customer Orders
Matl Req AD Portion of the Material Requirements on the selected part /material caused by
Additional Demand
Matl Req FC Portion of the Material Requirements caused by Forecast
Matl Req Other Portion of the Material Requirements caused by other demand types ( the
requirement is not generated through the primary demand but through the
secondary demand caused by certain other constraints (e.g. lot sizes or
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safety stocks). Thus this material is not meant to fulfill customer orders.
Matl Req Short Portion of Material Requirements (Matl Req) which cannot be satisfied with
on-hand inventory (Matl Req= Release + Short)
Matl Req Release Portion of Material Requirements (Matl Req) which can be satisfied with the
stock on-hand
Depot Depot where the quantity of the part number presented in column Part is
consumed
Part Part number of the component used to cover the demand set by the level of
aggregation in the 1st Column during the reported period
Family (Default) Family of the part
Product Line Product Line of the part
Controller Controller code of the consumed Component
Description Description of the Component
Table 317: Demand Bottom Up Pegging report results
In the following example, we will consider the material requirements of the part SYSTEM_1 where this
finished product is used on the primary demand level. We will also aggregate the data by Customer
and sort it by the Bucket Date.

The column Bucket Date indicates the date period when supply is required. In this example, 6000
units of SYSTEM_1 are requested by the CUSTOMER_A. As the customer places the demand solely at
the DC1 depot, only the DC1 material requirements are the primary demand. The 5200 units of
material requirements from the depot CM1 are the reflected dependent demand.
As the column Matl Req Release represents the on-hand inventories, 800 units of 6000 material
requirements are being filled from on hand inventory in DC1. The column Matl Req Short indicates
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the materials which are short. 5200 units are short in the DC1 depot. The dependant shortage of 5200
units is reflected in the CM1 depot.
7.10 Demand Report
The Demand Report displays the raw content of the DEMAND table.
The DEMAND table contains information regarding any withdrawal of inventory either based on
independent or dependent demand.
Figure 251: Demand Report
Start Date / End Date The report displays the records for periods within the Start and End Date.

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Demand Filter If specified, data is filtered by the Demand Number
Table 318: Demand Report - selection criteria
Note: Specifying Demand No in the Demand Filter, it will override all other filters.
Mps Order No A system generated unique ID of the demand
Depot The depot identifier
Part The part identifier
Effective Date The effective date of the withdrawal
Effective Qty The effective quantity of the withdrawal
Demand Type One of the values P (PRIMARY), S (SECONDARY), R (REMAINDER)
Demand Driver No The reference to either primary demands (for PRIMARY) or supply (for
SECONDARY)
Delivery No The reference to the containing delivery for PRIMARY
Table 319: Demand Report report results
7.11 Demand Flow Report
The Demand Flow Report displays for each delivery the complete pegging tree, means the demand-
pegging nodes and consumption-pegging-nodes in a hierarchical view. This way you can determine for
each delivery, the demand created on parts or capacities needed to produce the finished goods (which
compose the delivery).
The report is based on the results of the DEMAND and CONSUMPTION raw tables and enables the user
to analyze the raw content.
Note: The Demand Flow report can be used as base report for the graphical pegging
report.
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Figure 252: Demand Flow Report
Demand No If specified, data is filtered by Demand No (filters on top-level demands)
Table 320: Demand Flow Report selection criteria
Column Description
Demand No The unique ID of the top-level-demand
Resource The part identifier
Resource Type Either P for Part or C for Capacity
Pegging Date The date when material (demand item) is taken from the inventory and is

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consumed for the corresponding upper level demand.
LFD The latest feasible date of the pegging node
Pegging Qty The quantity of the pegging node
Ref Type Either D for demands, S for supplies or C for consumptions
Ref No The reference to the demand/consumption (depending on the resource-
type)
Table 321: Demand-Flow Report
How does the pegging tree of a particular delivery look like?
What are the parts, capacities that build up the concerned delivery?
In which depots are the parts and capacities being processed?
What are the pegging dates and quantities of each node?
We will take a closer look at the delivery with the Demand No 20110913155542000088 where 200
units of the part SYSTEM_2 are ready for the delivery on 7/2/2010.

The concerned delivery consists out of part SYSTEM_2 and the figure above shows the pegging tree of
all components and capacities needed to build SYSTEM_2. The pegging tree is displayed in a
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hierarchical view, thus starting on the lowest level of the tree, one can determine, that following
components are needed to build the Subassembly MODULE_B together: MAIN_BOARD,
COOLING_UNIT, ASIC_2000. The Subassembly consumes capacity and the consumption is displayed
as an extra node. All three components need to be transferred from the VH depot to the CM1 to be
assembled. Looking up the pegging tree after the subassembly process, following components are
added to the semi-finished goods: MODULE_B, CABLE_Y, CHASSIS_R, STORAGE. The final assembly
process consumes capacity to finalize the production of SYSTEM_2. The last node is the transfer of the
200 units of SYSTEM_2 to the DC2 depot, ready to be shipped to the customer.
Next to the complete hierarchical pegging structure of the SYSTEM_2 part, the report shows the
pegging dates when the supply quantity needs to peg against the demand.
7.12 Pegging Report
The Pegging Report displays the raw content of the PEGGING table. The PEGGING table contains
information regarding the pegging structure.
The pegging structure is a bi-partit graph connecting demands with supplies and supplies with
consumptions and demands. Alternatively, three reports can be provided, depending on the Pegging
Type Filter: Demand, Supply, Consumption.
Figure 253: Pegging Report

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Pegging Type Filter Select either Demand, Supply or Consumption view.
Depot/Family/List If specified, data is filtered by Depot Number, Depot Family or Depot List
Table 322: Pegging Report - selection criteria
Mps Order No A system generated unique ID of the pegging.
Parent No The reference to the parent pegging node if any.
Depot The depot of the referenced demand, supply or consumption. This column
is not part of the PEGGING table and it has been added to the report.
Resource The part of the referenced demand or supply or the capacity of the
referenced consumption. This column is not part of the PEGGING table
and it has been added to the report.
Pegging Qty The quantity of this pegging node.
Ref Type One of the values D (DEMAND), S (SUPPLY), C (CONSUMPTION)
Ref No The reference to either demand (for DEMAND) or supply (for SUPPLY) or
consumption (for CONSUMPTION).
Pegging Date Depending on the Ref Type pegging date is either the date when material
(demand item; Ref Type -Demand)is taken from the inventory or the
date when capacity is consumed (consumption; Ref Type - Consumption)
LFD The latest feasible date based on the current pegging. This column is not
part of the PEGGING table and it has been added to the report.
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Unit Rollup Cost This column is not part of the PEGGING table and it has been added to
the report.
The unit roll-up cost of a pegging node is calculated as follows:
The sum of unit roll-up cost of the children multiplied with their
pegging quantities. The sum is then divided by the nodes
pegging quantity.
If the pegging node refers to a supply the unit processing cost of
the supply is added to the quotient.
Table 323: Pegging Report report results
7.13 Pick List Report
The Pick List Report displays the pick-list of the deliveries in the demand depot. The pick-list displays
all the pegging nodes that fulfill the following conditions:
1. They are consumptions in the same depot as the top-level-demand; or
2. They are demands in the same depot as the top-level-demand that are supplied with
2.1. On-hand inventory, or
2.2. Procurements, or
2.3. BOM-less productions
That means, any demand that is (partially) supported by supply entering the demand depot will be
reported in the pick-list.
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Figure 254: Pick List Report
Demand No If specified, data is filtered by Demand No (filters on top-level demands)
Table 324: Pick List Report selection criteria
Column Description
Demand No The unique ID of the top-level-demand
MPS Order No The unique ID of the pegging node
Resource The part identifier
Resource Type Either P for Part or C for Capacity
Pegging Date Depending on the Ref Type pegging date is either the date when material
(demand item; Ref Type -Demand)is taken from the inventory or the

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date when capacity is consumed (consumption; Ref Type - Consumption).
LFD The latest feasible date of the pegging node
Pegging Qty The quantity of the pegging node
Ref Type Either D for demands, S for supplies or C for consumptions
Ref No The reference to the demand or consumption (depending on the
resource-type)
Table 325: Pick-List Report
7.14 Locked Order
The Locked Order report shows all orders, complete order item groups, order lines or individual
shipments (partials) that are locked, for example if there are issues with a specific customer.
Figure 255: Locked Order Report
All locked orders or deliveries are no longer releasable and will be marked as locked (Release Code =
L) in the Ack Date Report.
Locked demand still allocates supply according to the defined priority sequence.
In the Locked Order report a demand item can be listed more than once due to multiple applicable
locks.

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the report.
the report results. By double-clicking into the date textbox a calendar
tool opens where a date may be picked.
Order Type Type of the customer order
Order Status Status of the customer order
Priority If specified, data is filtered by Demand Priority IDs. Filter: Filters the
demand according to its status:
All: The selection will be done across all demands.
Feasible: Data is preselected by feasible demand elements. A demand
element is considered feasible if it matches the releasability criteria but
shows a delivery date beyond certain number of days defined by the
system parameter RTP_RELEASE_WINDOW.
Releasable: Data is filtered for releasable demand elements. A demand
element is considered releasable if it matches the releasability criteria
and shows a delivery date within a certain number of days defined by the
system parameter RTP_RELEASE_WINDOW *.
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Locked: Data is preselected by locked orders. An order is locked if parts,
order partials or the order itself is locked for any reason.
Pulled: Data is preselected by pulled orders. An order is pulled if its
Delivery date is before its Due date.
Pullable: Data is preselected by pullable orders. An order is pullable if
Earliest Acceptance Date (EAD) < Req. date and the NO PULL entry in
the CO table is 0.
down menu:
Partial No Partial Number i.e. individual shipment of an order
Figure 256: Locked Orders Report selection criteria
Retrieve button.
Order Item No Order Item (i.e. Order No + order line) to be locked. This value may
contain wildcards (%).
demand
Primary Demand No The (ICON-SCP internal) ID of the primary demand element, as referenced
in primary demand table
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Delivery Mode No Partial Code: Allowed shipment partialling level of a demand
item as configured in the system parameters. Either no partial
shipments of an order are allowed or partial shipments of complete
order lines or shipments of partial quantities of an order line.
Demand Origin Displays the source of the demand - CO, AD, FC or IR
Depot Depot where the demand defined in the Target Type field occurs.
Delivery Date Delivery Date of the Demand Item
Due Date The due date of the demand elements order group considered in planning.
The due date is determined by using the Req(uested) date and Ack Date
information from the demand input, e.g. customer orders.
enabled.
Expire Date Expire Date is defined on demand level (CO, FC); If (partial) demand
cannot be delivered/fulfilled within Pull/Push Window, it is considered
expired
Delivery quantity Quantity which can be delivered
Req Qty Demand Quantity. The ordered quantity as entered in CO, AD, FC or IR
Release Flag Release status of entire delivery
Release Code Displays the state of the order:
R (releasable order)
F (feasible order)
Lock Code Optional field. May be used to enter a lock category like QH (quality hold)
for example.
Lock Type Demand Type for which order locks are defined. One of the values:
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CO: Customer Orders
FC: Demand Forecast
DMD: Any demand type (all of the above)
Lock No Unique ID of the lock. Will be assigned by ICON-SCP.
Lock Scope O if the complete order should not be releasable.
D if specific deliveries of the selected order(s) should not be releasable.
Lock Creation Date Creation Date of the lock. Will be assigned by ICON-SCP.
Lock User User creating the lock. Will be assigned by ICON-SCP.
Table 326: Locked Orders report results
In order to display results in the Locked Orders Report, you must create an entry in either Order
Lock screen or Part Lock screen (Master Data -> Misc)
Following example shows a locked part in the Part Lock screen:

In order to lock a part, a new entry in this screen needs to be created (over the File menu or with the
short key Ctrl+I). Review the chapters Order Lock and Part Lock to see how to create an entry and
which fields are mandatory in order to be able to save the new entry.
After the recalculation, the Locked Orders report will show locked orders and locked parts. The
column Lock Scope displays Order or Delivery depending if the complete order should not be
releasable or if specific deliveries should not be releasable.
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8 Supply Reports
As mentioned earlier, Supply Reports belong to the set of standard reports available in ICON-SCP. All
ICON-SCP reports come with very detailed filtering capabilities that allow users to fine-tune the output
as much as necessary.
This chapter covers supply related reports in ICON-SCP.
Topics Brief Description
Replenishment Report Illustrates the requirements on selected parts, the executable schedules
and their inventory development.
Replenishment
Proposals
This chapter provides information on any kind of material supply (except
Stock On Hand).
Replenishment WO
Detail
Shows the availability of the components for the selected orders
Process Replenishment
Plan
Describes the detailed view of PO receipts per selected period.
Graphical Inventory
Report
Provides information about inventory status (inventory at latest feasible
date) of each part in each depot.
Supply Workbench The Supply Workbench contains information regarding any replenishment
of inventory either based on independent or dependent supply. It consists
out of three reports (Supply, WOP Details and Requirements).
Supply Bottom Up
Pegging Report
Informs about available supply on all BOM levels and provides details on
when and in what quantity supply will be available.
Supply Report The Supply Report contains information regarding any replenishment of
inventory either based on independent or dependent supply.
WOP Detail Report Contains information regarding the dependencies of generated secondary
demands and consumptions for a particular supply.
Requirement Report Displays all dependent requirements of a supply, thus demand and
consumption information is merged in this report.
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PO Proposal Provides information on the components which should be ordered
considering lead times and the current constraint planning picture.
IWT Proposal Displays the planned and proposed Inter Warehouse Transfer activity.
WO Proposal Retrieves all WO Proposals filtered to the selection made.
Change Order Proposal This report informs about the Firm Supply (PO, IWT, WO, FPO) which need
to be changed in order to support the demand in a better way. Actions can
be undertaken to support recommended changes.
Shortage/Excess
Report
Focuses on parts with expected shortage as well as excess situations.
Backlog FGI Report This report provides aggregated information on Demand and Supply
situations where the report horizon for both is split into two buckets
(before the selected Reference Date and beyond).
Memo Report Allows to reviewing comments added to report results.
Capacity Requirements In this report the capacity utilization is shown in a graphical view.
Depending on the selection, the user can see the capacity requirements in
a constrained or unconstrained plan.
Capacity Utilization Describes the availability and consumption of modeled capacities in a pivot
like report.
Consumption Report Contains information regarding any consumed capacity.
8.1 Replenishment Report
The Replenishment Report screen provides detailed information about:
the requirements on selected parts
the executable schedules
and their inventory development
All parts, whether they are produced, transferred or procured, show up on this report. The report
provides the most detailed view of the planning results for parts (products, sub-assemblies and
components) available in ICON-SCP. It is split into two sections:
Replenishment Overview: the upper area of the Replenishment Report describing the
aggregated information of a part-depot
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Replenishment Details: the lower area of the Replenishment Report providing the planning
results for the selected part-depot in the Replenishment Overview screen
The report offers a scenario filtering capability allowing the user to compare the scenarios to each
other (or to the global plan).
Figure 257: Replenishment Report
Depot/Family/List If specified, data is filtered by Depot Name Depot Family or Depot List
Scenario Filter An active scenario or a list of active scenarios will be selected; If
specified, data is filtered by selected scenario or scenario list.
Days / Weeks / Months Determines the granularity of the reported planning periods in the
Replenishment Screen (lower part of the window). The available number
of days, weeks and months that can be reported is limited by the
planning granularity (system parameters DAILYMONTH, WEEKLYWEEKS,

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MONTHLYMONTH).
Setup Opens Replenishment Setup to define on which level the data should be
grouped
Pegging Displays a Bottom Up Pegging List for the current period.
Proposal Opens the Replenishment Proposal Report for the highlighted period.
Table 327: Replenishment Report selection criteria
Retrieve button.
By clicking the Setup button, the pivot table columns can be defined.
Figure 258: Replenishment Setup
Available Fields Available fields (from the Replenishment Report) that can be selected for
Timeseries Specifies which data will be displayed in the Pivot report.

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Group by Displays selected list of fields (from Available Fields) that are selected for the
grouping
Table 328: Demand Commit Setup
Replenishment Overview
Process Process identifier. Identifies the type of sourcing which is used in order to
replenish a part in a certain depot
Dmd Today Sum of Primary Demands plus sum of generated Secondary Demands driven by
IR, FC, CO and AD in current the current period
Dmd Total Sum of Primary Demands plus sum of generated Secondary Demands driven by
IR, FC, CO and AD across the planning horizon
Dmd Ovd Sum of Primary Demands plus sum of generated Secondary Demands driven by
IR, FC, CO and AD that is overdue
Inv OH Total available quantity used for planning. Calculated as Available on hand
quantity + Manual adjustment
Inv Pipe Sum of Inventory in Pipe
Inv Pipe Ovd Sum of Overdue Firm Supply. Overdue Receipts in this section are still
considered as supply during engine calculation.
Table 329: Replenishment report results
Replenishment Details:
Date Bucket Date. First day of the corresponding planning period
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BS Bucket Size. Depending on the planning granularity and the
Days/Weeks/Months selection in the header, the bucket size counts the
number of working days per reported planning period.
Demand Total Sum of Primary Demands on the selected part / depot combination per period.
In order to get more information regarding the origin of the Demand, the
Demand column can be expanded by clicking on its header.
Dmd IR Portion of the (Primary) Demand on the selected part / depot combination
driven by Inventory Reservations
Dmd CO Portion of the (Primary) Demand on the selected part / depot combination
driven by Customer Orders.
Dmd AD Portion of the (Primary) Demand on the selected part / depot combination
driven by Additional Demand.
Dmd FC Portion of the (Primary) Demand on the selected part / depot combination
driven by Forecast
Matl Req Total Sum of Material Requirements based on the executable schedule on the selected
part / depot combination per period. In order to get more information regarding
the origin of the requirements, the column can be expanded by clicking on its
header.
Matl Req IR Portion of the Material Requirements on the selected part / depot combination
driven by Inventory Reservations
Matl Req CO Portion of the Material Requirements on the selected part / depot combination
driven by Customer Orders.
Matl Req AD Portion of the Material Requirements on the selected part / depot combination
driven by Additional Demand.
Matl Req FC Portion of the Material Requirements on the selected part / depot combination
driven by Forecast
Matl Req Other Portion of the Material Requirements driven by other factors like
minimum/multiple quantities or inventory targets.
Matl Req LFD Material Requirements at the latest feasible date assume that replenishment
takes place as late as possible
Exec WCD The Exec WCD schedule describes the replenishment plan at executable
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(feasible) work order completion date (WCD).
Exec WSD The Exec WSD schedule describes the replenishment plan at work orders start
date (WSD) considering process lead- and follow-up time.
Exec WSD Prop Portion of the Exec WSD based on Proposals
Firm Supply Portion of the Exec WSD based on Firm Supply. In order to get more
information regarding the type of Firm Supply, the column can be expanded by
clicking on its header.
FPO Qty Portion of the Exec WSD driven by Firm Planned Orders
WO Qty Portion of the Exec WSD driven by Work Orders
IWT Qty Portion of the Exec WSD driven by Inter Warehouse Transfer
PO Qty Portion of the Exec WSD driven by Purchase Orders
Inventory The Inventory describes the projected inventory count per bucket depending on
the executable schedule. When the Show Start Inventory box is checked the
value describes the inventory count at begin of the bucket, otherwise at the end
of the bucket.
Inv LFD The inventory at the latest feasible date displays the inventory projection based
on the Matl Req LFD rather than the executable Material Requirements (Matl
Req).
Target Inv The target inventory displays the calculated safety-stock of the part depending
on both demand-dependent (Target RoC) and demand-independent (InvMin)
targets.
Target Inv Dev The Target Inventory Deviation shows the deviation between the inventory and
the desired target inventory in units.
Min Inv Minimum Inventory (demand-independent target)
RoC Target Target Range of Coverage (demand-dependent target)
Roc Act Displays the achievable range of coverage in days, periods or weeks of supply
(actual state)
Table 330: Replenishment Report - report results
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In the following test case we will take a look into the planning details of the part ASIC_1000 in the VH1
depot.

By selecting the VH1/ASIC_1000 in the Replenishment Overview screen, the planning details of the
part are displayed in the Replenishment Details screen.
The Replenishment Overview screen shows a Total Demand of 4850 units for the part ASIC_1000. At
the same time an on-hand inventory of 500 units is available (Inv OH). There is an inventory in pipe
of 2100 units.
In the Replenishment Details screen a beginning Inventory (Inv) of 500 is shown which will increase
with the first two portions of the received firm supply (1200) to 1700 on-hand units. There is a total of
2100 units in pipe, but the remaining quantity of 900 units is too late to satisfy the material
requirements of 4850 units on-time. Therefore, the system makes proposals (regardless of the
remaining firm supply) of 3150 units.
Inv (500) + Firm Supply (1200) + Proposals (3150) = Matl Req Total (4850)
8.2 Replenishment Proposals
The Replenishment Proposals report provides detailed information on any kind of material supply
(except Stock On Hand). Firm Supply and Proposals are listed. The Replenishment WO Details can
be accessed by selecting the WO Detail button in the Replenishment Proposal report.
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Figure 259: Replenishment Proposals Report
Order Item No If specified, data if filtered by Order Item No / List
Start Date/End Date Sets the period of time for which the report data is retrieved.
WO Details The WO Details button opens the Replenishment Work Order Details
report.
Table 331: Replenishment Proposals Report selection criteria
Retrieve button.
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Process Identifies which process is used in order to fulfill the material receipt.
Only for process specific alternatives, the field is filled with the
corresponding process identifier.
Booking date Date on which the material would have to be shipped from the Send
Depot, considering the transfer lead time+follow up time
Effective date Effective date of the corresponding supply (i.e. completion or arrival
date)
Effective qty Effective quantity of the corresponding supply
Supply Type Type of the supply. The following types are available:
PROP Proposal generated by the planning system
FIRM Firm Supply
Scheduled Date Date which has been proposed for the execution of the order (from
FIRM_SUPPLY table)
Scheduled Qty Proposed Quantity (from FIRM_SUPPLY table)
Order Item No Order Item (Order + Order Line) number (from FIRM_SUPPLY table)
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material costs:
costs.
Reserve Flag = Both, MATERIAL and FPOs should be only
delta costs.
If the supply refers to a firm supply, and the firm supply refers to
a PO, IWT, WO or FPO and has a unit price (that means the unit
price is not null) this unit price is taken.
If the supply refers to process-specific proposals (IWT, PO, WO)
the unit processing price of the process is taken.
If the supply refers to OH the standard unit price of the part-
depot is taken.
Table 332: Replenishment Proposals - report results
On the following screenshot of the Replenishment Report you can see that material requirements of
4850 units of the part ASIC_1000 are set to be completed in the week of 06/11/2010. The planning
engine is proposing 3150 units to cover the missing supply.

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In the Replenishment Proposals report, we can see when exactly the system proposes the missing
amount of material to be sent from the source depot (Booking Date). We can also see when exactly is
the missing material required for the assembly (Effective Date) so that at the very end of the chain,
the order can be fulfilled as requested by the customer.

8.3 Replenishment WO Detail
The Replenishment WO Detail report delivers detailed information about the availability of the
components for the selected orders. Purchase Orders, IWT Orders and Production Orders are listed
here.
Figure 260: Replenishment WO Detail Report
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Process Process identifier for the chosen process alternative.
Horizon Sets the period of time for which the report data is retrieved.
Table 333: Replenishment WO Detail Report selection criteria
With the Replenishment button, Replenishment Report opens with the selected record from the
Replenishment WO Detail screen.
Retrieve button.
Process Process identifier for the chosen process alternative
Booking Date Date on which the material would have to be shipped from the Send Depot,
considering the transfer lead time + follow up time
Effective Date Effective date of the corresponding supply (i.e. completion or arrival date)
Effective Qty Effective quantity of the corresponding supply
FIRM Firm Supply
Scheduled Date Required date for the execution of the order (from FIRM_SUPPLY table)
Sched Qty Required Quantity of the component
PO Number PO number (FK to FIRM_SUPPLY table)
Order Item No Order Item number (from FIRM_SUPPLY table)
Matl Req Effective quantity of secondary demand
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Supply Firm Partial of Matl Req pegged to firm supply
Supply On Hand Partial of Matl Req pegged to on-hand
Component Depot Resource Depot. Depot where component supply is taken from
Component Part number of the component
material costs:
costs.
costs.
If the supply refers to OH the standard unit price of the part-depot
is taken.
Demand No The reference to either WOP_DETAIL if this supply creates more than one
secondary demand/consumption or directly to the dependent DEMAND or
CONSUMPTION respectively.
Table 334: Replenishment WO Detail report results
In the following example we want to answer the question:
Which portion of the material requirements is pegged to on-hand and which to Firm Supply?
When does the material need to be send from the sending depot in order to be ready for the
work order on-time?
Let us consider the part COOLING_UNIT in the CM1 depot. The Replenishment Report shows a
material requirements total of 11800 units. On-hand there are only 750 units available, therefore the
system proposes 11050 units to cover the demand.
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In the Replenishment WO Detail report, we can see that 750 units of Matl Req are pegged to on-
hand. 2100 units of Matl Req are pegged to Firm Supply.

Additionally the report shows when the material needs to be shipped (Booking Date) from the
sending depot (considering LT and FT).
8.4 Process Replenishment Plan
The Process Replenishment Plan report provides a detailed view of material receipts per period.
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Figure 261: Process Replenishment Plan
Process Process filter specifies which process is needed for the retrieval.
Horizon Sets the period of time for which the report data is retrieved.
Table 335: Process Replenishment Plan selection criteria
Retrieve button.

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Process Identifies which process is used in order to fulfill the material receipt. Only for
process specific alternatives, the field is filled with the corresponding process
identifier.
Effective Dt Arrival- or Completion date; Effective date of supply
Bucket Size Bucket Size. Depending on the planning granularity and the
Days/Weeks/Months selection in the header, the bucket size counts the
number of working days per reported planning period.
Matl Req Total Required quantity of components, necessary to cover a demand for the period.
In order to get more information regarding the source of demand, the column
can be expanded by clicking on its header
Matl Req IR Portion of the Material Requirements on the selected part /material caused by
Matl Req CO Portion of the Material Requirements on the selected part /material caused by
Customer Orders
Matl Req AD Portion of the Material Requirements on the selected part /material caused by
Additional Demand
Matl Req FC Portion of the Material Requirements caused by Forecast
Matl Req Other Portion of the Material Requirements caused by other demand types ( the
requirement is not generated through the primary demand but through the
secondary demand caused by certain other constraints (e.g. lot sizes or safety
stocks). Thus, this material is not meant to fulfill customer orders.
Receipt Total Effective Quantity received
Receipt PROP Qty received by proposals
Table 336: Process Replenishment Plan report results
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In the following example we will take a closer look at the part ASIC_1000 in VH1.
The Process Replenishment Plan shows for this part which process fulfills the material receipt. As
the Process column displays the depot CM1, it is a Supplier process. In other words, the component
ASIC_1000 needs to be procured from the Supplier B and should arrive to the depot VH1 at the
Effective Date.

The Process Replenishment Plan shows that the ASIC_1000 material is being shipped to the VH1
depot in three separate shipments:
300 units in the week of 06/04/2010
4050 units in the week of 06/04/2010 (this portion is proposed by the system)
900 units in the week of 06/18/2010
At the same time, the report shows which demand type is consuming the receipts.
8.5 Graphical Inventory Report
The Graphical Inventory Report provides a graphical information about the inventory status
(inventory at the latest feasible date) of each part in each depot. Thus if a part is available in two
different depots, it will be listed twice and the inventory development will be shown for both depots.
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Figure 262: Graphical Inventory Report
The color coding is based on the inventory development of a particular part. The complete bar
(red+green+grey) represents the whole planning horizon. Inventory shortages (inventory at the latest
feasible date) will show up as a red bar for the particular time bucket. The green bar represents
Inventory excess or zero inventory (inventory at the latest feasible date) for the particular time bucket.
Only the inventory until the frozen horizon is illustrated. Inventory beyond the frozen horizon appears
grey, independent of inventory shortages or excesses.
Table 337: Graphical Inventory Report - selection criteria

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Depot Depot name of the Delivery item
Part Part number of the material, for which the inventory status at the latest
feasible date is displayed
KPI Key Performance Indicator. The multi colored bar representing the inventory
development for each part-depot combination. The width of the KPI column is
automatically set based on the length of the planning horizon.
Table 338: Graphical Inventory Report - report results
In this example we want to examine the inventory development of a part CABLE_X in VH1 depot.
Let us consider the following example:

The part CABLE_X in the VH1 depot initially shows inventory excess. Again, we are considering the
inventory development at the latest feasible date. Later time buckets signalize inventory shortage
through a red bar ending finally in a frozen horizon, which is colored gray.
The length of the total bar (red+green+grey) represents the length of the defined planning horizon.
We can open the Replenishment Report for this particular part-depot combination to verify in detail
when and why the inventory shortage/excess appears:
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The Replenishment Report shows that the part initially has 550 units on-hand (Inv LFD) until
05/21/2010. The calculation of the Inv LFD is as following:
inv_lfd[t] = exec_wcd [t] matl_req_lfd [t] + inv_lfd [t 1]
Therefore the Inv LFD shows an inventory shortage of -1450 on the 5/21/2010 where the numbers are
red colored and the red bar is visible in the Graphical Inventory Report.
As the inventory shortage continues in the following time buckets according to the Replenishment
Report, the red bar in the Graphical Inventory Report is accordingly getting longer. In the week of
06/11/2010, the firm supply and the proposals cover the inventory shortage and the Inv LFD is again
positive (no shortage and no excess) which would results in a green bar in the Graphical Inventory
Report. But no green bar is displayed after the red bar and the reason for that is the defined Frozen
horizon for this component.
In the Process Setup screen, the Frozen horizon is defined, 20 days for CABLE_X in VH1 depot:

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Counting from the Current Date (5/15/2010) the 20 days (working calendar) end on 06/11/2010,
which is the reason why the remaining zeros in the Inv LFD column in the Replenishment Report
are covered with a grey bar in the Graphical Inventory Report.
8.6 Supply Workbench
The Supply Workbench allows focusing on all supplies in one screen. It contains information
regarding any replenishment of inventory either based on independent or dependent supply. The
report comprises:
a detailed overview of all existing supplies (Supply Report) in the upper section
WOP Detail Report (Work Order Proposals Detail Report)
and the Requirements Report in the lower section.
Based on the selected record in the Supply Report section, the ICON-SCP client pulls the WOP Detail
Report and the Requirements Report with the proper ID. Thus for each inventory replenishment in
the middle section, the lower sections displays the dependent supply requirements and the
consumption.
Figure 263: Supply Workbench
As the Supply Workbench comprises three individual reports which can be accessed separately,
please refer to the following chapters for details:
Supply Report - 8.8

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WOP Detail Report 8.9
Requirement Report - 8.10
In this example we want to examine the5200 units of the part SYSTEM_1 in CM1 depot which should
be processed through the FINAL_ASSEMBLY on 06/19/2010 (Effective Date).

The capacity FINAL_ASSEMBLY is required together with the components STORAGE, CHASSIS_R,
MODULE_A and CABLE_X to build the part SYSTEM_1.
8.7 Supply Bottom Up Pegging Report
The Supply Bottom Up Pegging report lists all available supply on all BOM levels and provides details
on when and in what quantity supply will be available. The report also shows supply that is not being
consumed by demand (i.e. excess supply). It may also be used to display pegging results.
Thus, the basic concepts of this report is to answer the questions:
Which supply element is being allocated to which top-level demand element?
Which portion of the supply is excess supply?
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Figure 264: Supply Bottom Up Pegging Report
Aggregation Filter:
Group/List
If specified, data is aggregated by selected Group or Group List.
The Group selection box allows determining the level of aggregation (the
aggregation data is based on the Delivery Plan) for the displayed parts.
The chosen level is represented in the expandable first column of the
report. The default aggregation level is None. This adds additional
pegging information to the report by showing to which top-level demand
element (Depot, Part, Product Line etc.) a supply element has been
allocated.
Start Date The report displays records for periods equal to or greater than the
provided date. By double-clicking into the date textbox a calendar tool
opens where a date may be picked.

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Table 339: Supply Bottom Up Pegging Report selection criteria
Retrieve button.
8.7.1.1 Define Column Attributes and Their Sequence
You can define column attributes to get more details on the supply and you can also customize the
sequence of the attributes.
In order to do so, proceed as follows:
1. In the Filter section, go to Aggregation Filter and select List.
2. Select the columns from the Available group. Use either arrows in the middle of the screen,
drag and drop or double-click the elements to select them for aggregation. Move them to the
Selected Group.
3. Now define the sequence of the attributes. You can use the blue arrows on the right side of the
screen to move the attributes up or down.
4. Click OK.
[] The first set of columns show data according to the level of aggregation
selected in the Group drop down box. It can be one of the available aggregation
levels.
Process The type of sourcing which is used in order to replenish a part in a certain depot
Controller Identifier of the Controller
Product Line Product Line of the Part, as defined on the parts master
Family (Default) Family of the part
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Description Description of the Component
Effective Date Effective date of the corresponding supply (i.e. completion or arrival date)
Effective Quantity Effective quantity of the corresponding supply
FIRM Firm Supply
OH On Hand inventory
Used Qty Quantity of the supply element which has been allocated to a demand element.
Free Qty Unused quantity of the supply element which has not been allocated to
demand.
Table 340: Supply Bottom Up Pegging report results
In this example we will answer the question:
which supply element is being allocated to which top-level demand element?
which portion of the supply is excess supply?
Taking a look at the part ASIC_1000 in the VH1 depot, and grouping the results by e.g. Demand
Origin we can see following:
There are 800 units of ASIC_1000 firm supply pegged to Customer Orders
There are 400 units of ASIC_1000 firm supply pegged to Forecast
There are 1850 units of ASIC_1000 proposals pegged to Forecast
There are 1300 units of ASIC_1000 proposals pegged to Customer Orders
There are 900 units of ASIC_1000 firm supply considered as excess supply (Free Qty)
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8.8 Supply Report
The Supply Report displays the raw content of the SUPPLY table.
The SUPPLY table contains information regarding any replenishment of inventory either based on
independent or dependent supply.
Figure 265: Supply Report

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Supply Number If specified, data is filtered by the Supply Number
Table 341: Supply Report - selection criteria
Note: Specifying Supply No in the Supply Filter, it will override all other filters.
Mps Order No A system generated unique ID of the supply.
Depot The depot identifier.
Part The part identifier.
Process The process identifier if the supply is process-specific.
Booking Date The booking date for components (Work Order Start Date).
Effective Date The effective date of the replenishment (Work Order Completion Date).
Effective Qty The effective quantity of the replenishment.
Demand No The reference to either WOP_DETAIL if this supply creates more than one
secondary demand/consumption or directly to the dependent DEMAND or
CONSUMPTION respectively.
FIRM Firm Supply
PO No The reference to the planned order if any available.
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Unit cost The cost of one unit. Depending on the Reserve Flag, this can contain
material costs:
costs.
Reserve Flag = Both, MATERIAL and FPOs should be only
delta costs.
If the supply refers to a firm supply, and the firm supply refers to
a PO, IWT, WO or FPO and has a unit price (that means the unit
price is not null) this unit price is taken.
If the supply refers to process-specific proposals (IWT, PO, WO)
the unit processing price of the process is taken.
If the supply refers to OH the standard unit price of the part-
depot is taken.
Table 342: Supply Report reporting results
8.9 WOP Detail Report
The WOP Detail Report (Work Order Proposals Detail report) displays the raw content of the WOP
DETAIL table.
The WOP DETAIL table contains information regarding the dependencies of generated secondary
demands and consumptions for a particular supply.
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Figure 266: WOP Detail Report
Supply Filter If specified, data is filtered by the Supply Number
Table 343: WOP Detail Report - selection criteria
Mps Order No A system generated unique ID of the WOP detail.
Parent No The reference to the parent record in the dependency hierarchy.

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WOP Type One of the values A (AND), O (OR), M (MATERIAL), C (CAPACITY), D
(DEPOT), S (SUPPLIER), P (PRODUCTION) describing the dependency
with child records.
Coefficient The coefficient to consider in the parent-child-hierarchy.
Label The process name for entries of type D, S and P, the capacitys name for
type C and the parts name for type M.
Table 344: WOP Detail report results
Note: Specifying Supply No in the Supply Filter overrides all other filters. The report
includes all requirements per supply. That means, for each record in the result its
complete tree is also part of the result.
Following example explains dependencies of generated secondary demands, consumptions for a
particular supply and corresponding WOP details.
The following tables show the BOM and BOC of this example. The production of a part EP requires the
components C1 and C2 and either C3 together with C4 or C5 as input. Furthermore, the production can
run on capacity M1 or on M2 together with M3.
Part Component Coefficient Alt Group Group Id Split
EP C1 1 1
EP C2 2 1
EP C3 1 GROUP 1 50
EP C4 2 GROUP 1 50
EP C5 3 GROUP 2 50
Table 345: Example Bill of Materials
Part Capacity Coefficient Group ID Priority
EP M1 3 GROUP-1 1
EP M2 2 GROUP-2 2
EP M3 1 GROUP-2 3
Table 346: Example Bill of Capacities
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The following tables show sample planning results for this scenario based on weekly planning, a lead
time of 7 calendar days and a follow-up-time of 7 calendar days. Thus, the Booking Date of the Work
Order Proposal is two weeks before the Effective Date.
Mps Order
No
Part Effective
Date
Booking
Date
Effective
Qty
Supply
Type
Demand
No
329 EP 2010-12-27 2010-12-13 200.0 P 330
Table 347: Example Supply
The Demand Driver No refers to the root of all created secondary demands/consumptions.
Mps Order No Part Effective
Date
Effective
Qty
Demand
Type
Demand Driver No
337 C1 2010-12-13 200.0 S 329
336 C2 2010-12-13 400.0 S 329
335 C3 2010-12-13 100.0 S 329
334 C4 2010-12-13 200.0 S 329
332 C5 2010-12-13 300.0 S 329
Table 348: Example Demand
The secondary demand on all components created at the Work Order booking date 2010-12-13. All the
demands refer to the supply thru the Demand Driver No.
Mps Order No Capacity Effective
Date
Effective Qty Consumption
Type
Consumption
Driver No
339 M1 2010-12-20 450.0 S 329
341 M2 2010-12-20 100.0 S 329
342 M3 2010-12-20 50.0 S 329
Table 349: Example Consumption
The secondary consumptions on all capacities with Effective Date on 2010-12-20 are created one week
after the Work Order Start Date (2010-12-13) and one week before the Work Order Completion Date
(2010-12-27). All consumptions refer to the supply thru the Consumption Driver No but the effective
quantities can be hardly used to explain the work order quantity of 200.
Mps Order No Parent No Coefficient WOP Type
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330 1.0 A
331 330 1.0 O
332 331 3.0 A
333 331 1.0 A
334 333 2.0 A
335 333 1.0 A
336 330 2.0 A
337 330 1.0 A
338 330 1.0 O
339 338 3.0 A
340 338 1.0 A
341 340 2.0 A
342 340 1.0 A
Table 350: Example WOP Detail
Next paragraph explains dependencies between created secondary demands and consumptions. The
root entry (ID=330) is referenced by the supply. Its four children (IDs=331, 336, 337, 338) are
connected using an AND-condition. Two of them (IDs=336, 337) are representing secondary demands
on C2 and C1 and their coefficients are =2 and =1, respectively.
The other two children (IDs=331, 338) are representing OR-conditions for demands (ID=331) and
consumptions (ID=338).
The following figure gives a structural view on the created secondary demands and consumptions.
330: 200 units
331: OR-condition, 100 units + 100 units
332: =3, Component C5, 300 units
333: 100 units
334: =2 Component C4, 200 units
338: OR-condition, 150 units + 50 units
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339: =3, Capacity M1, 450 units
340: 50 units
Figure 267: Structure of secondary demands and consumptions
The given coefficients and types can be used to match the quantities of the supply and the demand
and consumption, respectively.
M1 has a consumption of 450 units and the corresponding WOP detail lists a coefficient of =3. That
means, M3 produces 150 units of the total supply. A similar calculation shows that M2 and M3
produces the remaining 50 units.
8.10 Requirement Report
The Requirement Report displays all dependent requirements of a supply. Thus, it is a merged
version of the Demand Report and Consumption Report.
Figure 268: Requirement Report

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Supply Filter If specified, data is filtered by the Supply Number
Table 351: Requirement Report - selection criteria
Note: Specifying Supply No in the Supply Filter overrides all other filters. The Supply
No does not apply to the Mps Order No but to the Driver No.
Mps Order No A system generated unique ID of the demand or consumption.
Resource The part identifier.
Resource Type Capacity or Material
Effective Date The effective date of the withdrawal.
Effective Qty The effective quantity of the withdrawal.
(Requirement) Driver No The reference to the supply driving this requirement.
Table 352: Requirements Report
8.11 PO Proposal
The PO Proposal report shows when components should be ordered considering lead times and the
current constraint planning picture. The system attempts to fill supply gaps by proposing additional
purchase orders. The PO Proposal report provides a list of all PO proposals according to the selection
made. It also lists open purchase orders from the execution system.
Thus, the basic concept of this report is to show:
PO (purchase order) proposals
Open POs from the execution system
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The system restricts entries into PO Proposal solely to the supplier processes. If the process is not
defined in the Process Setup screen, or if the process is infeasible or of the wrong type, PO Proposal
screen will not display the process.
Figure 269: PO Proposal Report
Start Date Starting date, defining the beginning of the period of time for which the PO
Proposals Report is generated.
End Date End date, defining the last period for which the PO Proposals Report is
generated.
Order Item No If specified, data is filtered by Order Item No / List
Replenishment Opens the Replenishment Report.
Table 353: Proposal Report selection criteria

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Retrieve button.
Depot Receiving depot
Part Part number of the material proposed to be ordered
Supplier Name of the supplier
Send Date = synonym for Booking Date
This is a planning result.
The source is: SUPPLY.BOOKING_DATE
Arrival Date = synonym for Effective Date
The source is: SUPPLY.EFFECTIVE_DATE
FIRM Proposal generated due to Firm Supply
Scheduled Date Expected completion/arrival/finish date of the order
Date which has been proposed for the execution of the order
This is a planning input.
The source is: FIRM_SUPPLY.SCHEDULED_DATE (based on PO)
Order Item No Order Item Number (identifier) of the loaded PO
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material costs:
costs.
costs.
taken.
Table 354: Proposal report results
In this exercise we want to address the following issues:
Which purchase orders are firm and which are proposed by the system?
From which supplier should the part be purchased?
When is the part supposed to arrive to the expected depot?
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For the highlighted example in the above screenshot we show several components in the VH1 depot.
The VH1 is our vendor hub where the suppliers ship the material required for the production.
Taking a closer look at the ASIC_1000 component, you can see that the Supplier B is shipping this
particular component from his depot (Send depot) in four separate shipments. For each one of the
firm purchase orders (FIRM), different Order Item No can be tracked. The Arrival Date shows when
the shipments are supposed to come to the receiving depot (VH1)
8.12 IWT Proposal
The IWT Proposal report provides a listing of all planned and proposed Inter Warehouse Transfer
activities. IWT proposals are generated by the system during planning in order to replenish parts with
a supply chain process. Planned Inter Warehouse Transfers (firm or in process) may also be loaded
from an external system.
IWT (Inter Warehouse Transfer) proposals
Planned IWTs from the execution system
The system restricts entries into IWT Proposal solely to the depot processes. If the process is not
defined in the Process Setup screen, or if the process is infeasible or of the wrong type, IWT
Proposal screen will not display the process.
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Figure 270: IWT Proposal Report
generated.
Send Depot Filter If specified, data is filtered by Send Depot Name, Depot Family or Depot List
Replenishment The button opens the Replenishment Report.

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Inventory Click to display the inventory availability of the highlighted part in all
depots.
Table 355: IWT Proposal Report selection criteria
Retrieve button.
Depot Identifier of the depot where the material is proposed to be shipped to
(Receiving Depot)
Part Part number of the material proposed for IWT
Send Depot Identifier of the depot from which the material is proposed to be shipped
(Sending Depot)
Send Date = synonym for Booking Date
Arrival Date = synonym for Effective Date
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The source is: FIRM_SUPPLY.SCHEDULED_DATE (based on IWT)
Order Item No Order Item Number of the IWT (only available for planned Inter Warehouse
Transfers with Supply Type not equal to PROP)
material costs:
costs.
costs.
is taken.
Table 356: IWT Proposal report results
In the following example we will focus on the part SYSTEM_1 and will answer following questions:
Which IWT activities is the system proposing?
What are the affected depots?
When is the part supposed to arrive?
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The report shows a list of IWT proposals. The Process column indicates type of sourcing used in order
to replenish a part (which is in case of an IWT activity equal to Send Depot). For the finished products
SYSTEM_1 and SYSTEM_2 the Send Depot is CM1 as here the products are assembled. After the
assembly the products are transferred to the distribution centers DC1 and DC2. Therefore, for these
two processes the Receiving Depots are DC1 and DC2.
For the remaining processes all components are proposed to be sent from the vendor hub(VH1) to the
contract manufacturing depot (CM1). The column Supply Type shows which of the IWT transfers are
proposed and which are firm. All IWT processes in the above example are proposed by the system
(PROP).
8.13 WO Proposal
The WO Proposal report shows when components should be produced considering lead times and the
current constraint planning picture. The system attempts to fill supply gaps by proposing additional
work orders. The WO Proposal report provides a list of all WO proposals according to the selection
made. It also lists open work orders from the execution system.
WO (work order) proposals
Open WOs from the execution system
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The system restricts entries into WO Proposal solely to the production processes. If the process is not
defined in the Process Setup screen, or if the process is infeasible or of the wrong type, WO
Proposal screen will not display the process.
Figure 271: WO Proposal Report

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generated.
Replenishment Opens the Replenishment Report.
Table 357: WO Proposal report result
Retrieve button.
Depot Production Depot
Part Part number of the proposed work order
Process The type of sourcing which is used in order to replenish a part in a certain
depot
Start Date = synonym for Booking Date
Finish Date = synonym for Effective Date
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The source is: FIRM_SUPPLY.SCHEDULED_DATE (based on WO)
Order Item No Order Item Number (identifier) of the loaded work order
material costs:
costs.
costs.
is taken.
Table 358: WO Proposal report results
When are the parts supposed to be finished and in which depot?
Which work orders are firm and which is the system proposing?
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For the highlighted example in the previous screenshot system makes following proposals:
The production of all parts is supposed to start on 06/14/2010
CM is the depot where the production is planned
The proposed Finish Date of the sub assembles MODULE_A and MODULE_B and STORAGE is
06/14/2010
The proposed Finished Date of the final assemblies SYSTEM_1 and SYSTEM_2 is 06/19/2010
All Work Order proposals are of the Supply Type PROP (proposals) and none of them is a firm
work order.
8.14 Change Order Proposal
The Change Order Proposal report shows all Purchase Orders (PO), Inter Warehouse Transfers
(IWT), Work Orders (WO), and Firm Planned Orders (FPO), which need to be changed in order to
support the demand in a better way.
The report calculates how existing Firm Supply could be changed and how new orders could be placed
to meet the target inventories of the respective part-depots, depending on the demand/firm supply
situation. Basically, the Change Order Proposal report analyzes various Demand and Supply
reports, Pegging reports and Inventory information, to make these recommendations. Based on this
information, the Change Order Proposal report prepares recommendations on how the Firm Supply
should be changed e.g. pushed or pulled. Thus, the recommendations in the Change Order Proposal
report are made on already planned order/firm supply, so all decisions apart from date and quantity
are considered as fixed. For example, the algorithm will not cancel an order for a part and at the same
time suggest ordering an alternative part.
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Depending on the demand situation, the planner will be advised to push out, pull in, cancel, create or
leave in place certain amounts of an order quantity from a planned order which a planner can basically
perform in the report itself.
The decision if those changes actually make sense under real-world circumstances is up to the planner.
Special care has to be taken when creating Firm Supplies based on NEW proposals. There are two
different cases in which NEW proposals are created:
a) There is a real shortage of a part, e.g. due to capacity constraints. Adjusting the Firm Supply
with a NEW proposal created in this case will result in a Firm Supply of type FPO to indicate
further material is needed, but the source is unknown.
b) Change Order Proposals with the action NEW are the reflection of the supplies with type PROP
listed in the supply reports. Those proposals of type NEW (if checked) will convert the supply
proposals of type PROP into Firm Supplies for the same replenishment process. As this supply
is now fixed, the planning algorithm cant change those proposals in subsequent planning
runs. This makes the plan less flexible, which may be an undesired side effect.
Thus, before accepting a change order proposal, it is advisable for a planner to do a cross check of
those suggestions. A report to perform such checks can be the Replenishment Report, as it provides
the information on inventory supplies and shows the inventory development.
Replenishment Report displays the information if supply is really needed e.g. if the supply is
put into the infinite bucket then it is considered as excess and those COPs suggested can really
be accepted.
Another situation is when a change order proposal suggests a partial increase of a Planned
Order e.g. due to Mult Qty defined and the planner knows there will be no more demand for
this component e.g. due to End Of Life. Thus, a suggestion for the partial increase may not
make sense to the planner.
After reviewing the proposals, the ones that are considered valid can be marked (by checking the
Adjust Orders field). By clicking on the Adjust Orders button, the marked changes will then be
applied to the Firm Supply.
The results displayed in the Change Order Proposal report are based on the current results of the
last Planning Run, which in its turn can be based on either Constraint Based Planning (or constraint
plan), or on the Material Requirements Planning (or unconstraint plan). That is, the information
displayed will differ. Thus, if Executable plan is chosen, the Change Order Proposal references
whatever planning results are current (could be MRP or CBP) and then tries to suggest modifications to
those results based on aggregated Firm Supply.
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If the Plan Filter in the Change Order Proposal report is set to Ideal the calculated data
displayed is based on the Last Feasible Date information for Supplies, but in the context of the
current planning results.
Figure 272: Change Order Proposal Report
8.14.1 Change Order Proposals Calculation
This chapter explains the proposals calculation on few examples.
In the following, a Target Inventory of 0 is assumed for simplicity. The idea of the Change Order
Proposal report is to shift existing supply orders to the planning bucket when they are actually
needed.

Red supplies is the existing firm supply. The supply S1 can only be used to satisfy demand D1 if it is
pulled forward to the demands planning bucket, whereas S2 can be pushed back to reduce
unnecessary inventory.
Firm supply can also be partialled if necessary.

D1 D2
S1 S2
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In this example, one big firm supply S1 is partially pulled to D1, partially pushed to D3 and partially
kept in its original position to satisfy D2.
Firm supply is always being pulled/pushed to the nearest bucket in order to ensure that no
unnecessary changes are proposed. Unneeded supplies will (maybe partially) be canceled (red):

8.14.2 Order Actions
There are five basic actions that can be undertaken: orders can be pushed, pulled, canceled, created or
left in place. Except the creation of new orders, these actions can also be partial, i.e. only apply to a
fraction of the original order quantity.
If lot sizes are to be considered, it is possible that the quantities of the proposed changes for one firm
supply sum up to more than the original order quantity. This is indicated by adding INCREASE to the
actions for all actions that supersede the original quantity when summed up from earliest to latest
proposal.
Example: Assume Min = 10, Mult = 10.
Original Orders Proposals Sum Order Action
Original Order: Pull Proposal: 30 30 PARTIAL_PULL
S1
S2
D1
D1 D2 D3
S1
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EffectiveQty = 57 Needed: 22
Pull Proposal: 20
Needed: 13
50 PARTIAL_PULL
Ok Proposal: 10
Needed: 8
60 PARTIAL_OK_INCREASE
Push Proposal: 10
Needed: 9
70 PARTIAL_PUSH_INCREASE
Push Proposal: 10
Needed: 5
80 PARTIAL_PUSH_INCREASE
Table 359: Examples for Increase Order Action
The following table details all possible Order Actions:
Action Order Action Partial Increase
Push PUSH PARTIAL_PUSH PUSH_INCREASE
PARTIAL_PUSH_INCREASE
Pull PULL PARTIAL_ PULL PULL _INCREASE
PARTIAL_ PULL_INCREASE
Ok OK PARTIAL_OK OK_INCREASE
PARTIAL_OK_INCREASE
Cancel CANCEL PARTIAL_CANCEL -
New NEW - -
Table 360: Order Actions
The date columns New Arrival Date and Scheduled Date are compared to determine the resulting
action (Push, Pull, etc.).
Horizon Filter The Horizon Filter limits the time for which proposals are generated. A
proposal is generated for a Firm Supply if either the Effective Date of the
Firm Supply or the New Arrival Date of the proposal lies inside the given
window.
Plan Filter: The Change Order Proposals can either be created using the executable plan
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Executable Plan /
Ideal Plan
or the ideal plan.

Proposal Options Suggest Partials:
Existing orders can be either split if necessary (suggest partials activated),
or their quantity can be assumed to be fixed (suggest partials deactivated).
In the first case Firm Supply is split to exactly match the demands, in the
latter Orders will only be moved or cancelled.
Consider Min Mult:
The Change Order Proposals can be created considering lot sizes, which may
lead to ordering more material then needed.
Pull/Push Window The number of days orders are pulled or pushed can be limited. This might
be violated when the proposal would be placed on a non-working day.
Demands beyond the pull limit of a Firm Suppy are not considered for this
Firm Supply, which can lead to a combination of a Cancel and a New
proposal.
If a demand lies beyond the push limit, the Firm Supply will be pushed to
this limit to minimize unwanted excess inventory.
Table 361: Change Order Proposal Report selection criteria
By clicking on the Adjust Orders button, the marked proposals that are considered valid (checked
Adjust Orders field) will be applied to the Firm Supply. The respective source tables PO, WO, IWT
however are not changed.
Retrieve button.
Adjust Orders After reviewing the proposals, the ones that are considered valid can be
marked by checking the Adjust Orders field.
Depot Depot for which the Proposal is pending
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changed
Supplier Supplier number
Order Item No Order Item Number from the Execution System
Scheduled Date The Scheduled Date of the underlying Firm Supply
Scheduled Qty The Scheduled Qty of the underlying Firm Supply
Supply Origin The source table where the Firm Supply originates from (PO, IWT, WO,
FPO)
Supply No The key of the element in the source table
Effective Date The date when this supply is used
Effective Qty The quantity consumed
FS No The key of the Firm Supply
Action Change Order Action, which reflects the recommended action for the
planner to support the planning process. The field may adopt various
status as listed in the previous chapter Order Actions
New Arrival Date Date when the Change Order should arrive with respect to the lead time
for the process
New Send Date Date when the Change Order quantity should be sent
New Qty Left Change Order Quantity, which needs to be sent on the Change Order
Send Date
Table 362: Change Order Proposal report result
In this exercise, we will focus at the CABLE_X part in the VH1 depot answering the following question:
Which open purchase orders (PO) need a change?
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For the highlighted example in the above screenshot, system makes following proposals:
The original firm supply of 1000 units scheduled for 6/25/2010 should be partialled with the
following Actions:
Partial Pull: 950 units should be ordered earlier on New Arrival Date 06/14/2010
Partial Cancel: 50 units are not needed at all, so this quantity should be cancelled
The original firm supply of 1000 units scheduled for 6/11/2010 is not need until the New
Arrival Date 6/14/2010 -> Push
Note: The resulting action (push, pull, cancel, ok etc.) will be determined by
comparing the New Arrival Date versus Scheduled Date.
After reviewing the system proposal, the user can check the Adjust Orders check box for the
particular proposal and select the button Adjust Order to apply the changes to the Firm Supply.
8.15 Shortage/Excess Report
The Shortage/Excess Report allows focusing on parts with expected shortage as well as excess
situations. The report consists of three sections addressing filters, a management overview and
depot/part specific details.
The filter section is located at the top of the screen. It allows configuring data retrieval options as well
as the general report behavior. In addition, pulling of reports on pegging and replenishment for
selected depots/parts can be triggered.
The overview section is located in the middle of the screen between the filtering section at the top and
the details section at the bottom. The displayed data is aggregated on depot/part level and provides
information on the requirements (demand) and the corresponding supply across a configurable
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horizon. Included information on shortage and excess situations are generally calculated based on the
demand and supply. Any of the records may also comprise special explanatory notes that are editable
by users with adequate permissions. Memos can be entered in the Memo field of the
Shortage/Excess overview report. Escalation levels can be entered by selecting a record from the
drop down list. Once a memo text as well as the corresponding escalation level has been entered, the
change needs to be saved using the key combination keyboard shortcut CTRL + S. As soon as a memo
is created it will be displayed in the Memo Report.
The area in the lower part of the screen is considered as a details section. It shows a projection of the
developments in terms of requirements and supply in buckets within the horizon for a specific depot
and part. Furthermore, the expected inventory levels along with temporary shortages and excess are
included in this section.
Figure 273: Shortage Excess Report
Retrieve data with the following selection criteria: The filters are valid for both the overview as well as
the details section.

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Days/Weeks/Months The display screen for the individual periods can be configured using the
settings in Days, Weeks and Months input fields. It specifically relates to the
bucket size (BS) column in the report. The available number of days, weeks
and months for the output is holistically defined by the planning grid (system
parameters DAILYMONTH, MONTHLYMONTH).
Shortage/Excess The drop down allows configuring the aspect which is used for
Shortage/Excess comparison.
Decision Criterion The selection in this filter allows defining which report results are to be
displayed as shortage or excess. The current options are: Inventory (INV),
Range of Coverage (RoC) or Inventory at the Latest Feasible Date (INV_LFD).
Absolute/Relative/
Percentage
The three Radio Buttons Absolute/Relative/Percentage allow defining how the
Shortage/Excess filter values are to be displayed by comparing the actual
values with the decision criterion.
Escalation Level Report results can be limited to the Escalation Levels, which have been
assigned earlier to a memo.
Pegging The Pegging button displays the Bottom Up Pegging List for the highlighted
line.
Replen The Replen button opens the Replenishment Report for the highlighted line.
Table 363: Shortage Excess Report selection criteria
Retrieve button.
8.15.1.1 Escalation Level
Report results can be restricted to specific Escalation Levels. When selecting an Escalation Level,
the report will display results only for the part/depot combination where the corresponding Escalation
Level or a higher one applies. Without selecting the Escalation Level, result records are pulled
ignoring the level.
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Example: If the escalation level Planner is selected, all result records having the escalation level
Planner assigned or hierarchically higher positions such as supervisors, leads and managers will be
displayed.
8.15.1.2 Decision Criterion
The Decision Criterion Filter allows defining what result records shall be delivered displayed in the
report as shortage or excess. ICON-SCP currently supports the following three options: Inventory
(INV), Range of Coverage (RoC) and Inventory at Latest Feasible Date (INV_LFD)

8.15.1.3 Absolute / Relative Percentage
The three radio buttons allow defining how the Shortage / Excess filter values shall be used when
comparing actual values with the decision criterion.

Absolute: The Shortage and Excess filter values are taken as absolute reference. All result records
having an actual value smaller than Shortage or greater than Excess are displayed.
Relative: The Shortage and Excess filter values are taken as delta quantity and will be combined
with the target values before comparison with the actual values.
Percentage: The Shortage and Excess filter values are taken as percentage.
8.15.1.4 Shortage / Excess
The Shortage and Excess filter values serve as input for the Shortage/Excess comparison.

8.15.1.5 Examples
In the following, examples are provided in order to explain how the three input filters can be
combined.
Example 1
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All result records having at least one absolute Inventory of less than 100 units within the reported
horizon will be displayed.
Example 2

All result records having either at least one absolute Inventory value less than 100 units or at least
one absolute Inventory greater than 500 units within the reported horizon will be displayed.
Example 3

All result records having at least one absolute RoC value of more than 15 days within the reported
horizon will be displayed.
Example 4

All result records having at least one RoC value within the reported horizon, which either is below
the target (RoC 5) periods or which exceeds the target RoC by 5 periods, will be displayed.
Example 5

All result records having at least one Inventory within the reported horizon, which exceeds the
Target Inv value by 50%, will be displayed.
The following list gives a brief description of the report results of the overview section and details
section.
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Shortage/Excess Overview:
Inv OH Inventory on Hand at beginning of planning horizon
Inv Pipe Sum of Inventory in Pipe (open firm supply) considered for planning
Inv Pipe Ovd Sum of overdue inventory in Pipe (overdue firm supply). Overdue
Receipts in this section are still considered as valid supply during engine
calculation. The OVD_PO parameter determines, if a planned order is
considered as overdue or if it will be ignored in planning (see Inv Pipe
ignored)
Inv Pipe Ignored Sum of overdue Inventory in pipe (Overdue firm supply), which will not
be considered as supply for planning. The expected arrival date of that
firm supply is earlier than (TODAY - OVD_FS days)
Inv Week 1 (8) Ending Inventory of week 1 (8)
Inv Excess Excess Inventory in units at the end of the planning horizon
Violation Dt Min First date when a violation in terms of deviation from the target occurs
Violation Dt Max Last date when a violation in terms of deviation from the target occurs
Violation Min Violation Minimum in units (excess or shortage)
Violation Max Violation Maximum in units (excess or shortage)
Memo Memo field, open for user specific memo entries
Escalation Level Escalation level for the corresponding annotation in the memo column
Snapshot Date Date when the memo field has been changed the last time
Del Check box for deleting the Memo
Table 364: Shortage Excess overview - report result
Shortage/Excess Details:
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Date Bucket Date. Date of the planning buckets first day.
BS Bucket Size of the reported period in working days. Depending on the
Days/Weeks/Months selection in the filter section of the report, the
bucket size may differ from one period to another period.
Demand Total Sum of Primary Demands on the selected part / depot combination per
period. In order to get more information regarding the origin of the
Demand, the Demand column can be expanded by clicking on its header.
Demand IR Portion of the (Primary) Demand on the selected part / depot
combination driven by Inventory Reservations.
Demand CO Portion of the (Primary) Demand on the selected part / depot
combination driven by Customer Orders.
Demand AD Portion of the (Primary) Demand on the selected part / depot
combination driven by Additional Demand.
Demand FC Portion of the (Primary) Demand on the selected part / depot
combination driven by Forecast
Matl Req Total Material Requirements in the reported period as a total from Customer
Orders and Forecast
Matl Req IR Material Requirements based on Inventory Reservations in the reported
period
Matl Req CO Material Requirements based on Customer Orders in the reported period
Matl Req AD Material Requirements based on Additional Demand in the reported
Period
Matl Req FC Material Requirements based on Forecast in the reported Period
Matl Req Other Material Requirements based on other demand in the reported Period
Matl Req LFD Material Requirements at the latest feasible date assume that
replenishment takes place as late as possible
Exec WCD The Exec WCD schedule describes the replenishment plan at executable
(feasible) work order completion date (WCD).
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Exec WSD The Exec WSD schedule describes the replenishment plan at work orders
start date (WSD) considering process lead- and follow-up time.
Exec WSD Prop Portion of the Exec WSD based on proposals
Firm Supply Portion of the Exec WSD based on Firm Supply. In order to get more
information regarding the type of Firm Supply, the column can be
expanded by clicking on its header.
FPO Qty Portion of the Exec WSD driven by Firm Planned Orders.
WO Qty Portion of the Exec WSD driven by Work Orders.
IWT Qty Portion of the Exec WSD driven by Inter Warehouse Transfers.
PO Qty Portion of the Exec WSD driven by Purchase Orders.
Inventory (Ending) Inventory in the reported period.
Inventory LFD The inventory at the latest feasible date displays the inventory projection
based on the Matl Req LFD rather than the executable Material
Requirements (Matl Req).
Target Inv Target Inventory in units
Target Inv Dev Deviation from Target Inventory in units
Min Inv Minimum Inventory (demand-independent target)
RoC Target Target Range of Coverage (demand-dependent target)
RoC Act Actual Range of Coverage. Displays the achievable range of coverage in
days, periods or weeks of supply (actual state)
Table 365: Shortage Excess details - report results
8.15.3.1 Inventory Excess at the End of the Planning Horizon
What are the expected inventory levels?
What is the excess quantity?
What is the Range of coverage for each time bucket?
In the screenshot below, we consider the part ASIC_1000 in the depot VH1. The overview section
shows information on Inventory On-Hand (500 units) for the concerned part, as well as the
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Inventory Excess at the end of the planning horizon (900 units) and the total excepted inventory,
Inventory Pipe (2100 units). By clicking on the Inventory Week field, the inventory development of
the first 8 weeks is displayed.

Now, analyzing the details section of the report, one can see the primary demand (Dmd Total) and
the supply (Matl Req Total) picture in each time bucket (weekly buckets) of the part ASIC_1000 in
the VH1 depot. As the Dmd Total shows zeros, there is no primary demand on the part ASIC_1000,
but secondary (dependent) demand, which creates material requirements.
For each week again the inventory development is displayed in the column Inv, where it is evident
that the inventory ends with 900 units at the end of the planning horizon (11/11/2222). The column
Inv increases when Firm Supply is ready to replenish the stock. The Inv amount shrinks, when
material requirements (Matl Req Total) are using up the inventory.
The Inv Pipe (summarized) from the overview section is displayed in the detail section for each time
bucket in the Firm Supply column (which can be expanded to show exactly which supply type has
been considered).
By this, one can easily compare the demand with the supply picture, analyze how much of the on-hand
inventory covers the material requirements and how much is being produced/purchased.
The details section also shows the Range of coverage for each time bucket, means how many days
the existing on-hand supply can cover the expected demand. For the calculation of the days, the
working calendar of the considered depot is taken into account (as defined in the Calendar
Workbench).
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Considering the first week (of the planning horizon), 01/01/1900, the range of coverage shows 25
days. For the same row in the details section, the Inventory is 500 units, meaning the on-hand
inventory of 500 units can last 25 days as at 01/01/1900, and after that period the demand would
consume all 500 units.
Considering the fourth week, 06/04/2010, the range of coverage shows 2 days, meaning the on-hand
inventory of 800 units can now last only 2 more days. The following week the material requirements
consume all the on-hand material as well as the Firm Supply and the proposals. The Range of coverage
reduces to zero.
8.15.3.2 Display Filter: Excess, INV, Absolute
What impact on the report results has the following selection in the Display Filter:
Excess=1000, INV, Absolute?
How are Violation Date Min/Max and Violation Min/Max calculated?
The overview section lists down all parts with at least one absolute Inventory greater than 1000 units
within the reported horizon. Thus all parts with less than 1000 units of absolute inventory are not
considered as excess.
By clicking on the field InvWeek1 the inventory status of the first 8 weeks are displayed.

Taking a better look in the details section, the part ASIC_1000 violates the defined target (in the
Display Filter) for the first time in the Week4 with the inventory amount of 1600 units. The column Inv
shows the inventory development for each week and the weeks where the inventory stock is above
1000 units are considered as violations. Therefore the first week when the target is violated (Violation
Date Min) is 06/04 as the inventory stock is 1,600, thus above 1,000 (defined target in Display Filter).
The last week when the target is violated with the reported horizon (Violation Date Max) is 06/13 as
the inventory stock is 2,600.
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The Violation Min and Violation Max are referring to the inventory stocks in the column Inv:
considering 1000 units as the excess target (again inventory stock equal or less than 1000 units is not
considered as excess):
what is the minimum violation in units? 1,600 in the Week4
what is the maximum violation in units? 2,600 in the Week5
8.16 Backlog FGI Report
The Backlog/FGI Report provides aggregated information on Demand and Supply situations. The
reporting horizon for Demand and Supply is split into two buckets:
before the Reference Date and
beyond the Reference Date
The Reference Date can be chosen individually.
Figure 274: Backlog FGI Report

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Start Date Reflects the first day of the planning horizon.
Reference Date If set, the interval between the Start Date and the Reference date is
considered as the first bucket, the interval from the Reference Date through
the End Date as the second one. To prevent any partition of the horizon, the
value in the Reference Date field needs to be equal to the End Date (e.g.
11/11/2222).
generated.
Table 366: Backlog FGI Report selection criteria
Retrieve button.
Depot Code for the Depot where Backlog/FGI is located
changed
Inv OH Inventory on hand
Inv Short Term Inventory on the Reference Date
Inv Long Term Inventory on the End Date
Matl Req Short Term Sum of all CO, FC, Additional Demand and Inventory Reservations within
the [START_DATE (incl.); REFERENCE_DATE (excl)] interval
Matl Req CO Short Term Sum of demand from Customer Orders (CO) within the [START_DATE
(incl.); REFERENCE_DATE (excl)] interval
Matl Req FC Short Term Sum of demand from Forecast (FC) within the [START_DATE (incl.);
REFERENCE_DATE(excl)] interval
Matl Req Long Term Sum of all CO, FC, Additional Demand and Inventory Reservations within
the [REFERENCE_DATE; END_DATE] interval
Matl Req CO Long Term Sum of demand from Customer Orders (CO) within the
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[REFERENCE_DATE; END_DATE] interval
Matl Req FC Long Term Sum of demand from Forecast (FC) within the [REFERENCE_DATE;
END_DATE] interval
Firm Supply Short Term Sum of all FPO, PO, IWT, WO within the [START_DATE (incl.);
REFERENCE_DATE (excl)] interval
FPO Short Term Sum of FPO within the [START_DATE (incl.); REFERENCE_DATE(excl)]
interval
WO Short Term Sum of WO within the [START_DATE (incl.); REFERENCE_DATE (excl)]
interval
IWT Short Term Sum of IWT within the [START_DATE (incl.); REFERENCE_DATE (excl)]
interval
PO Short Term Sum of PO within the [START_DATE (incl.); REFERENCE_DATE(excl)]
interval
Firm Supply Long Term Sum of all FPO, PO, IWT, WO within the [REFERENCE_DATE; END_DATE]
interval
FPO Long Term Sum of FPO within the [REFERENCE_DATE; END_DATE] interval
WO Long Term Sum of WO within the [REFERENCE_DATE; END_DATE] interval
IWT Long Term Sum of IWT within the [REFERENCE_DATE; END_DATE] interval
PO Long Term Sum of PO within the [REFERENCE_DATE; END_DATE] interval
RoC Act Actual Range of Coverage (RoC). Shows the coverage of demand [in
days] based on the actual supply picture
RoC Target Target Range of Coverage
Memo Memo field for arbitrary user information
Escalation Level Escalation Level of the Memo (can be entered by a user)
Snapshot Date Date when the Memo information has been changed the last time
Del Delete check box for deleting the Memo
Table 367: Backlog FGI report results
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In the following example the Reference Date 06/02/2010 has been selected. We will focus on the
Backlog and FGI situation:
before the Reference Date, thus between 05/15/2010 and 06/02/2010 and
beyond the Reference Date, thus between 06/02/2010 and 07/01/2010

Taking a look at the part ASIC_100 in VH1 depot, you can identify the Short Term Inventory of 500
and the Long Term Inventory (after 6/1/2010) of 900 units. Material Requirements Short Term show
2300 units, while Long Term 2400 units is displayed.
8.17 Memo Report
The Memo Report allows reviewing comments added to report results. It represents a central instance
to control all memo information from the various reports.
Figure 275: Memo Report
Memos can be entered in the Memo field of the Shortage/Excess Report. Escalation Levels can be
entered by selecting a record from the drop down list in the Shortage/Excess Overview Report. Once

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a memo text as well as the corresponding escalation level have been save to the Shortage/Excess
Report, they will appear in the Memo Report.
Table 368: Memo report selection criteria
Retrieve button.
Memo Memo text written by a planner
Memo Type Type of a memo
Escalation Level Escalation defined by Manager
Snapshot Date Date when the memo has been changed
Creation Date Date of creation of the memo
User Name Name of the user who has created or changed the memo
Table 369: Memo report results
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Memos can be created in the Shortage/Excess Report. As soon as a memo is created, it will be
displayed in the Memo Report. The Creation Date shows when the memo has been created, while
the Snapshot date holds the date when the memo has been changed for the last time.
8.17.4 Memo Escalation Level
In the Memo Escalation Level setup screen pre-defined system administrators may define the
Escalation Levels and add description to each level. The Escalation Levels declare the criticality of a
Depot-Part in case it is e.g. short.
The values in column Description will be listed both in the drop down list when entering memos and
the escalation level filter drop down list in the header of the screen.

Later, the Escalation level information can be assigned to a Memo field in the reports
Shortage/Excess, Backlog FGI and Memo Report.
8.18 Capacity Requirements
The Capacity Requirements report displays a graphical view on the Capacity Utilization.
The screen internally pulls three reports:
Capacity Report: For the frozen period and the constraint flag
Capacity Availability Report
Capacity Requirements Report: for the data grid
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Figure 276: Capacity Requirements Report
Depending on the selected Display Filter checkbox, the Capacity Requirements report shows two
different views:
1. Needed view: In the Capacity Requirements report (Needed check box on and a
grouping criterion selected), the individual work orders are grouped according to the
grouping criterion, thus the report shows when the work orders need to be executed at the
latest possible time to satisfy underlying primary demands on time. This does not include
the potential need to process ahead in order to replenish defined target levels or to comply
to defined min/mult quantities. In this representation neither material nor capacity
restrictions are taken into account.
2. Executable View: In the Capacity Requirements report (Needed check box off), the
individual work orders are grouped according to their capacity consumption date (C Partial
Dt) determined in planning, thus the report shows a feasible production plan if the capacity
availability has been considered to constrain the plan.

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List filter.
Aggregation Filter:
Group

Needed
The Group selection box allows determining the level of aggregation
(Part, Depot, Controller, Lateness, etc. the aggregation data is based on
the Delivery Plan) for the displayed work orders. The chosen level is
represented in the expandable first column of the Work Order List. The
default aggregation level is None.
Unchecked: The capacity consumption is reported based on executable
work order schedules.
Checked: If a grouping criterion is selected, the capacity consumption is
reported based on ideal work order schedules (latest feasible date). Work
order portions without primary demand driver (e.g. target inventory level
or min/mult) are not displayed in this view.
Start Date The start date, defining the beginning of the time horizon for which the
Capacity Requirements Report is generated.
End Date The date, defining the end of the horizon for which the Capacity
Requirements Report is generated.
Display Filter:
Collapsed
With the Collapsed check box, the planner can choose whether the
details of aggregated work orders are displayed or not. The collapsed
view provides a summary of all work orders for the same
Depot/Part/Process/Date.

The Navigator button provides a list of the capacities currently displayed.
This allows for quick navigation between capacity charts.

Split horizontal scrollbar. This button provides extra horizontal scrollbars
per capacity to individually scroll through the horizon.

The Redraw button provides the capability to redraw the Bar Chart Area
without retrieving the report data from the server again.
Replen Via the Replen button, the Replenishment Report can be accessed for the
highlighted line in the Work Order list.
WODetail Via the WODetail button, the planner can view the component availability
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for the Proposed and Execution Date of the selected work order line.
TD Pegging The TD Pegging button provides a link to the Top Down Pegging Report
for the selected work order line in the Work Order list.
Table 370: Capacity Requirements Report selection criteria
Click the Retrieve button to trigger result retrieval which is based on the selection criteria and filters.
8.18.1.1 Define Graph Properties
How to set graph properties for the bar chart area:
1. Go to the Settings tab folder (on the bottom of the screen):

2. Define Capacity per Page: Number of capacities displayed on one page
3. Define Capacity Width: Width of a single bar
4. Define Capacity Highlight: If checked, the bar of the selected work order group is colored in
light blue
5. Define Gradient Colors: If checked, the colors in the chart have a gradient mode
6. Click Set to save changes.
Without clicking on the Set button and closing the window changes will be lost.

This column exists if the Aggregation Filter Group is defined. The folder
icon allows for collapsing / uncollapsing results
Depot Production depot (empty if grouped)
Part Part number of the material (or group key)
Process The type of sourcing which is used in order to replenish a part in a certain
depot
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WSD Work Order Start Date
WCD Work Order Completion Date
Partial Qty Total Quantity used for Primary Demand
Partial Qty IR Quantity used for Primary Demand (from IR)
Partial Qty CO Quantity used for Primary Demand (from CO)
Partial Qty AD Quantity used for Primary Demand (from AD)
Partial Qty FC Quantity used for Primary Demand (from FC)
Partial Qty Others Quantity used for Primary Demand (others)
WO Qty Effective quantity of the supply
WO Short Reason Code Reason Code for the short Work Order
Supply Type Type of supply. The following types are available:
FIRM Proposal pegged to firm supply
OH On hand inventory
ISO No ISO Number
PO No Purchase Order Number
PO Date Purchase Order Date
PO Qty Purchase Order Quantity
Order Item No Order Item Number (identifier) of the loaded work order
Demand Origin Indicates if a demand is a customer order, Forecast or Additional Demand
R Partial Date Capacity Consumption Date of Work Order (Partial)
R Partial Qty Capacity Consumption of Work Order (Partial)
R Depot Depot, where Capacity is consumed
Capacity Used Capacity
Table 371: Capacity Requirements report results
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In this exercise, we want to address the following issue:
How does the capacity availability associate with the graphs?
How to understand the report results?

The graphs represent the data from the Capacity Utilization report. Thus the Capacity Utilization
report is displayed below the graphs.
The upper part of the screen depicts the utilization of defined capacities with the current demand
profile and existing constraints. The green boxes in the graphs are the respective quantities of
materials which are consumed and shown in the lower table additionally. The lower box lists the work
orders. If you click a green box the appropriate row with the material data will be highlighted in the
Work Order Details screen below. The accumulated quantity of the green boxes you will see at the
bottom of the bar.
The red line stretched through the graphs has an informative function representing the capacity
availability line. The numbers in the Available line stand for the available capacity for the day. The
numbers in the Consumed line denote the accumulated capacity consumption of the work orders
quantity. The date shown under each green work order box is as granular as it is set in the Planning
Grid dialog box. In our use case, the planning is on weekly basis, therefore only the first date of the
week is displayed.
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8.19 Capacity Utilization
The Capacity Utilization report shows an aggregated view of the availability and consumption of
modeled capacities in a pivot like report. Just like the Capacity Requirements report, this report is
based on the current demand profile and the existing constraints. The report allows for quick
adjustments and simulation of the capacity availability. It also offers a scenario filtering capability
allowing the user to compare the scenarios to the planning results.
Figure 277: Capacity Utilization Report
Click the Settings tab to define time series colors of the usage attribute.
Figure 278: Capacity Utilization Report - Settings
After adjusting the settings for the colors click Set to save the changes. If you dont click Set and close
the window the changes will be lost.

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Capacity/Family/List If specified, data is preselected by Capacity/Capacity Family/ Capacity List
filter.
Scenario Filter An active scenario or a list of active scenarios will be selected; If specified,
data is filtered by selected scenario or scenario list.
Start Date The start date, defining the beginning of the time horizon for which the
Capacity Utilization Report is generated.
End Date The date, defining the end of the horizon for which the Capacity Utilization
Report is generated.
Setup Opens Capacity Utilization Setup to define on which level data should be
grouped
Table 372: Capacity Utilization Report selection criteria
Retrieve button.
By clicking the Setup button the pivot table columns can be defined.
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Figure 279: Capacity Utilization Setup
Available Fields Available fields (from the Capacity Utilization) that can be selected for
Group by Displays selected list of fields (from Available Fields) that are selected for
grouping
Table 373: Capacity Utilization Setup
The following list gives a brief description of the Raw Data report results, which is the basis for the
Capacity Utilization Report:
Depot Depot of the modeled capacity
Capacity Name of the modeled capacity
Data Available Quantity, Consumed Quantity and the Usage %

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Effective Date Planning period in which available capacity is consumed. This depends on the
WSD and the defined lead- and follow-up time on process level.
Avl Qty The available capacity in the capacitys unit of measure per planning period
Consumed Qty The consumed capacity in the capacitys unit of measure that is calculated by
exploding the work order partials through the Bill of Capacities.
Table 374: Capacity Utilization report results
In this exercise, we want to address the following issue:
How much capacity is available?
How much capacity is already consumed?

The above example shows a very high usage of capacity concentrated on two days. The available
Capacity for the SUB_ASSEMBLY in the CM1 depot on 6-4-2010 is 360, while the consumed capacity
shows 7000. Therefore the Usage (%) is way above 100%.The system will create work order proposals
to cover the gap. Ultimately, the capacity consumption should be pulled in and/or out in order to have
a balanced capacity availability/consumption plan.
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8.20 Consumption Report
The Consumption Report displays the raw content of the CONSUMPTION table.
The CONSUMPTION table contains information regarding any consumed capacity.
Figure 280: Consumption Report
List filter.
Start Date / End Date The report displays the records for periods within the Start and End
Date.
Consumption Filter If specified, data is filtered by the Consumption Number
Table 375: Consumption Report - selection criteria
Note: Specifying Consumption No in the Consumption Filter, it will override all other
filters.
Mps Order No A system generated unique ID of the consumption.

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Capacity The capacity identifier.
Effective Date The effective date of the consumption.
Effective Qty The effective quantity of the consumption.
Consumption Type S (SECONDARY)
Consumption Driver No The reference to the supply (for SECONDARY).
Table 376: Consumption Report report results
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9 Scenario Management
ICON-SCP Scenario Management is an advanced system capability that allows companies to analyze
different alternatives, evaluate response options to unplanned events, and understand exceptions in
the current plan. It provides planners greater supply chain visibility and analysis capabilities to
optimize the supply-chain network, demand forecasting, sales and operations planning, production
planning the master scheduling. The planners can also use the Scenario Manager to provide guidance
on over- and under-utilized resources and long-term capacity requirements.
Scenario Management
Overview
Scenario management Overview explains the concept behind a scenario
and shows the typical cycle steps when working with scenarios.
Manage Scenarios Explains how scenarios can be created, deleted, edited, activated and
deactivated.
Switch Scenarios Explains how the user can switch from one working scenario to the
other.
Scenario Access Explains who has control access to scenarios and how to grant access
rights.
Compare Scenarios Describes different ways how data of different scenarios can be
compared with each other.
Replay Action Log Explains how planning actions can be applied to scenarios.
Scorecard Management
Overview
Scorecard management Overview describes the predefined KPIs and
shows the typical cycle steps when working with scorecards.
Manage Scorecards Manage Scorecards explains how to create, change, delete and clone
scorecards. Furthermore, it explains how to add, change and delete the
KPIs of a scorecard and how to change the rank of KPIs.
View Scorecard View Scorecard explains the usage of scorecards and KPIs in a tabular
and graphical view.
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9.1 Scenario Management Overview
ICON-SCP Scenario Management can be applied to various use cases such as:
Evaluate demand prioritization alternatives
Reprioritize replenishment processes
Evaluate alternative forecast processing strategies
Change primary demand load
Change expected usable supply
Evaluate alternative pegging strategies
Explore supply chain structure options like creating or removing master data: depots, parts,
part-depots, capacities, processes etc.
Note: Scenario management is not designed to handle system setup and configuration
settings like user data, menu configuration and user interface customizations.
In order to create different scenarios and compare them with each other, the user is offered several
screens. Before we discuss the screens and their functionalities let us first understand the concept of
Scenario Management.
9.1.1 The Scenario Concept
Without Scenario Management, each user is assigned to one global planning picture (the global plan).
Whenever changes are done to e.g. supply chain setup, demand prioritization, pegging structure, these
changes have an immediate effect on the production planning system and inevitably to the global plan.
With Scenario Management, the user has the possibility to create and work with different scenarios.
The user has one or more different scenarios assigned to his/her account. Technically, the term
scenario is a set of tables (or reports) that can be manipulated without having an immediate effect
on the global plan.
The scenario a user is currently working on is named the working scenario. The name of the working
scenario is displayed in the upper left corner of the ICON-SCP Client screen, e.g.:

All reports in the ICON-SCP Client contain the data of the working scenario, all edits in the screens will
be saved to the working scenario.
The different scenarios assigned to a user can be created by the user having the access rights to
create, manage scenarios and assign them to the users/user groups. Per default, all scenarios are
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public and accessible by all users. You can make a scenario read-only for a particular user or user
group if you hide the Manage Scenario screen but show the Switch Scenario screen. If you hide
both screens for a particular user or user group, neither write nor read access is granted to any other
scenarios but only to the global planning picture the global plan.
9.1.2 Scenario Management Cycle
Working with scenarios usually follows typical cycles depending on the use case. Common to all is:
1. changes to master and transactional data are performed within scenarios,
2. scenarios are compared to planning results
3. selected changes are committed to an integration scenario typically the global plan (scenario)
Changes to master and transactional data
Changing a scenario means performing actions to master and transactional data.
Figure 281: Scenario tree view
You can create three different scenario names (Scenario1, Scenario2, Scenario3) based on e.g. the
global plan. Then you can switch into each scenario and make changes (perform actions to master and
transactional data) and recalculate the plans. You can then decide if you want to create children
scenarios of the parent scenarios and manipulate the data further. The children scenarios Scenario2a
and Scenario2b are based on the parent scenario Scenario2.
Compare scenarios
The scenarios can be compared against each other by analyzing the scenario differences in the
dedicated reports or the scorecards.
Commit actions to the global plan
Each scenario tracks changes into the Replay Action Log screen, ultimately the Replay Action Log
screen will show what type of action the user does (e.g. adding a new depot or prioritizing an order,

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etc.). As soon as the planning results of a particular scenario constitute the desired results the actions
from that particular scenario can be applied to the global scenario.
9.2 Manage Scenarios
The following section explains how to create, delete, edit, activate and deactivate scenarios. These
activities are mainly part of the first cycle step while working on scenarios. Furthermore, all these
activities will be performed in the screen Manage Scenarios.
The Manage Scenarios screen is the central screen of the scenario management and allows focusing
on scenario maintenance. The report consists of three sections showing the buttons for different
maintenance functions, a scenario tree and scenario specific details.
The buttons section is located at the top of the screen. It allows creating, deleting, editing, activating
and deactivating a scenario. By pressing on each of the buttons, a new dialog will open where the user
can perform the required action.
The scenario tree section is located on the left side of the screen underneath the buttons section. It
displays all scenarios, regardless if active or not.
The report on the right side of the screen is the scenario details section. It shows some detail
information about a scenario selected from the scenario tree.
Figure 282: Manage Scenarios
Scenario Lists all scenarios; active scenarios are marked bold, inactive scenarios are
regular font type; working scenarios are marked yellow
Description Description of the scenario (entered when creating a scenario); can be edited
by a user
Created By User name who created the scenario

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Created At Date when the scenario has been created
Active Users Shows the users that are currently working on that particular scenario (i.e.
users whose working scenario is that scenario)
Last Modified Date stating when the scenario has been modified for the last time
Last Accessed Date stating when the scenario has been accessed for the last time
Active This field shows three different states:
active scenario
non-active scenario
busy scenario (scenarios that are currently blocked by administrative
tasks like unload or delete)
Accessible Flag identifying if the scenario is accessible or not by the user retrieving the
report

Opens a new window Group Access where the selected scenario can be
defined accessible for a group of users
Group Access Shows the user groups authorized to access the scenario
Table 377: Manage Scenarios - report results
The following list gives a brief description of the button functionalities:
Retrieve Refreshes the screen (e.g. after a disconnection)
Switch Switches to the new working scenario selected
Create Opens a new window Create Scenario where a new working scenario can be
created
Delete Opens a new window Delete Scenario where the selected scenario can be
deleted
Activate Activates the selected scenario (only activated scenario can be
updated/maintained or selected in scorecards/reports)
Deactivate Deactivates selected scenario
Table 378: Manage Scenarios - buttons functionalities
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The following chapters describe the button functionalities in detail.
9.2.1 Create Scenario
To create a new scenario:
1. Click on Create button on the Manage Scenarios screen.
This opens the Create Scenario dialog.
2. Enter the Name (mandatory) of the new scenario.
3. Enter the Description for the new scenario.

Name Name of the new scenario
Description Description of the scenario (it can describe a particular use case e.g. Demand
prioritization or SC network optimization with new depots)
Switch to new
scenario
The flag is checked by default. It is indicating that the new created scenario will
become now the working scenario. All reports in the ICON-SCP Client contain
the data of the working scenario, all edits in the screens will be saved to the
working scenario.
Table 379: Create Scenario - report results
By default the new scenario will be made the working scenario for the creating user. If you dont want
to switch to the new scenario, untick the Switch to new scenario checkbox.
Note: The newly created scenario will initially contain the data of its parent.
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9.2.1.1 Create Scenario Example
The following example will be used throughout the chapter Scenario Management and should explain
how to create scenarios, compare the scenarios to each other with the help of the scorecard and finally
apply actions to the target scenario (e.g. global plan).
In our example, we will first create a ROOT scenario. The planning run will consider only the standard
priorities of the SFC and CO, without the priority rules defined in the Priority Manager.
Based on the ROOT scenario, we will create three child scenarios: AIR FREIGHT, ADDTL SUPPLY,
ORDERS PRIORITIZED.
1. Open the Manage Scenarios screen.
2. Select the parent scenario your child scenario should be based on (you parent scenario does
not have to be your working scenario). In our example, select ROOT.
3. Press the Create button in the Manage Scenarios screen.
4. Enter the scenario name AIR FREIGHT (you can add a description).
5. Select Create button in the Create Scenario dialog box.
A blue sub-folder AIR FREIGHT is created (together with a record on the right side of the
screen). The AIR FREIGHT scenario contains exactly the same data as the ROOT scenario.
6. Repeat the same steps for ADDTL SUPPLY and ORDERS PRIORITIZED.

Until now, we have only defined the names of the scenarios. The next step will be to manipulate the
data for each of the scenario children. To do so, we will start with the AIR FREIGHT scenario.
1. Click on AIR FREIGHT in the Manage Scenarios screen and select the button Switch.
This step is important because we can manipulate data only in a working scenario. The AIR
FREIGHT icon will turn yellow the ROOT icon will turn blue yellow icon is a sign for the
working scenario.
2. In this scenario we may want to change the lead time of the supply process VH1/MAIN_BOARD
from 30 days to 20 days. The underlying assumption is that the supplier ships the component
MAIN_BOARD via air instead via ocean. The lead time manipulation will be done in the
Process Setup screen as explained in the Master Data chapter.
3. After the data manipulation, a new plan needs to be calculated.
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The ADDTL SUPPLY and ORDERS PRIORITIZED will be manipulated with the same steps as above,
except for the data manipulation (step 2):
In the ADDTL SUPPLY scenario additional work orders for depot CM1 and part SYSTEM_1 will
be planned
In the ORDERS PRIORITIZED scenario the customer orders will have a higher priority than the
forecast.
Follow this example in the chapter 9.5 for scenario comparison and in the chapter 9.6.1 for applying
actions to the target scenario.
9.2.2 Delete Scenario
The user selects one scenario to delete:
1. Select the scenario from the scenario overview list.
2. Click on the button Delete.
3. Confirm the deletion by clicking on the button Delete in the Delete Scenario dialog box.

Note: Only scenarios with no active users (other than the executing user) and without
child scenarios can be deleted.
9.2.3 Rename Scenario
Scenarios can be renamed by right clicking on the scenario in the scenario tree and selecting Rename
in the right click menu.
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Figure 283: Rename Scenario
The Description can be edited by clicking into the description column.
To save edited values use the usual methods (Ctrl+S ...).
Note: The GLOBAL scenario cannot be edited.
9.2.4 Activate Scenario
To activate an inactive scenario, select it and click the Activate button.
The according Active checkbox will be checked and the selected scenario name in the scenario
overview list will be bold. Depending on your systems configuration, the number of simultaneously
active scenarios can be limited to limit server memory consumption.
Note: Only active scenarios can be displayed in the reports and compared in
scorecards.
9.2.5 Deactivate Scenario
To deactivate a scenario, select it and click Deactivate button.

Figure 284: Activate Scenario
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The according Active checkbox will be unchecked and the selected scenario name in the scenario
overview list will have the regular font style (will not be bold anymore). Only active scenarios will
remain bold.
Note: Only scenarios with no active users (other than the executing user) can be
deactivated.
Note: Deactivated scenarios will not be displayed in reports or scorecards.
9.3 Switch Scenarios
With the Switch Scenarios functionality, you can change your working scenario. All reports in the
ICON-SCP Client contain the data of the working scenario, all edits in the screens will be saved to the
working scenario.
Note: Unless for specific needs, it is recommended to refresh/retrieve reports that are
shown when working scenario is switched because their content will not be updated
automatically.
To change the working scenario, select Switch Scenario in the accordion menu Scenarios:
1. Open the Switch Scenario dialog box.
2. Select the new scenario from the To field.
3. Click on the Switch button.

Figure 285: Deactivate Scenario
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Alternatively, you can switch to a new working scenario directly from the Manage Scenarios screen.
used.
1. Select the scenario from the scenario tree
2. Click on the button Switch or right-click on the Manage Scenarios screen and select Switch

The working scenario switches to the new selected scenario, which is displayed in the upper left corner
of the ICON-SCP Client.
9.4 Scenario Access
ICON-SCP offers the functionality to control access to scenarios. Access security works such that all
actions i.e., activate/deactivate, switch to, create, delete and rename, are only possible to the creator
of a scenario and all users from groups with access rights. Access rights are granted on User Group
level by clicking on the Group Access icon in the scenario overview list. The names of groups with
access rights are listed in column Group Access in the scenario overview list.
Figure 286: Scenario Access

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When the Group Access icon is selected, a dialog appears where User Groups can be added to the
scenario or removed. Changes to scenario access settings must be saved to become effective.

Note: The creator of a scenario has access to that particular scenario, even if he/she is
not a member of any of the permitted groups.
9.5 Compare Scenarios
ICON-SCP offers several ways how to compare active scenarios against each other or against the
global plan. You can review differences between scenarios utilizing the standard reports (Demand
Commit, Capacity Utilization, Replenishment Report) or with the help of the key performance indicators
(KPIs).
9.5.1 Comparison Reports
There are three dedicated reports to show the effects on scenario differences on the overall plan: the
Demand Commit report, the Capacity Utilization report and the Replenishment report. These
reports offer a scenario filtering capability
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Figure 287: Demand Commit report with scenario selection
Note: Only activated scenarios will be displayed in the Scenario Filter.
Additionally every report can be configured with the Report Wizard to retrieve data of various
scenarios. Thus, any other report can contain the Scenario Filter where the user can select a scenario
and retrieve the data based on the selected scenario. It is important to understand that the user
cannot change the data in any other scenario but the working scenario. If the data needs to be
updated, it is required to switch to the desired scenario in the Switch Scenario screen and then to
update the data in the required report.
For information about how to configure reports to show the Scenario Filter, refer to the Report
Wizard chapter.
9.5.2 Compare Scenarios with Scorecards
Scorecards are a means to effectively compare the quality of scenarios by providing a strongly
aggregated evaluation based on key performance indicators. Scorecards thus reduce the vast and
detailed information contained in reports to a small set of expressive figures.

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Figure 288: View Scorecards screen
The example above shows several defined KPIs for four different scenarios in the View Scorecards
screen.
Refer to chapter 9.7 for more information regarding Scorecard Management.
9.6 Replay Action Log
The Replay Action Log screen allows the user to review the actions performed on the working
scenario. It is also possible to select the actions once performed and apply them to another scenario.
Figure 289: Replay Action Log
The Replay Action Log screen is divided into two main parts. On the left side it displays the actions of
the working scenario.

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The actions to be retrieved can be filtered by the date when they have be executed. Any other client
filtering can be applied.
At the bottom of the action log, the Detail View is located, which displays the used parameters for the
selected action.
The right side of the screen consists of the replay area. The actions that are to be applied to another
scenario can be imported from the action log area by using the arrow buttons between the left and the
right tables. All action steps can also be reordered by using arrow buttons on the top of the right table
(replay area). The button can be used to restore the original execution sequence.
The scenario to which this sequence of actions should be applied can be selected from the drop down
box Target Scenario.
Clicking on Apply button performs the actions in the chosen order in the target scenario.
If one of the actions should fail, the effects of all the actions performed before will be undone. The user
can now adapt the list of actions so that it will succeed, or decide not to apply any action at all.
9.6.1 Replay Action Example
Considering our example described in the earlier chapter, we will now take a deeper look into tracked
actions of the three scenarios AIR FREIGHT, ADDTL SUPPLY, ORDERS PRIORITIZED. To do so, we will
start with the AIR FREIGHT scenario.
1. Click on AIR FREIGHT in the Manage Scenarios screen and select the button Switch. This
step is important because we can verify tracked actions of a working scenario only.
2. Open the Replay Action Log screen
3. Select the time interval when the actions have been performed.

The Replay Action Log will show in the upper screen two actions: Update of the Process
Setup and the recalculation of the plan. In the bottom screen, the details of the selected
action will be displayed: the lead time of 30 days.
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4. Now, the actions can be copied to the target scenario (per default the parent scenario is
displayed)
9.7 Scorecard Management Overview
Evaluating a scenario is a complex task that involves a lot of detailed quantitative information.
Scorecards are a means to express and aggregate the quality of a plan by a set of normalized and
weighted performance scores. Although scorecards are applicable to single scenarios, they unfold their
full utility when comparing scenarios. It is a good business practice to regularly measure the
performance of business processes using well defined key performance indicators (KPI). ICON-SCP
comprises a predefined set of KPIs which can be used to compose a scorecard tailored to your
companies needs.
9.7.1 Key Performance Indicators (KPIs)
ICON-SCP comes with a predefined set of KPIs that can be parameterized and composed to scorecards.
KPIs within ICON-SCP measure the quality of a plan and are therefore forward looking.
On time Delivery Performance:
This KPI covers the delivery aspect of a plan by classifying each delivery as either late or on
time and therefore computing the fraction of deliveries deliverable on time according to plan.
On time delivery performance is given in percent. It is an average value over all deliveries.
Due Date Deviation:
Due date deviation measures delivery performance in terms of the average due date deviation
in calendar days for each delivery item. Different to on time delivery performance, this KPI
measures early deliveries the same way as late deliveries.
Revenue Shipped:
This KPI sums up the value (given by the product of product price and quantity) delivered
within a given period. It treats customer orders and forecast orders the same.
Inventory Target Excess Value
This KPI sums up the average inventory excess values, i.e. standard cost times quantity, of
products within a given horizon. Excess inventory is the amount by which a periods inventory
exceeds that periods target inventory.
Valued Procurement Volume
Total value of procured items through SUPPLIER processes within a chosen given period
measured by the process unit cost times the quantity.
Average Inventory Turns
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This KPI averages over the number of inventory turns of a selected product set within a chosen
horizon. Inventory turns are the ratio of material requirements to average inventory levels.
End of Horizon Inventory Value
The sum over all selected products of the value of physical inventory at the end of the planning
horizon. The value for each product is obtained by multiplying the quantity with the products
standard cost.
Inventory Target Shortfall
This KPI sums up the average inventory shortfall values, i.e. standard cost times quantity, of
products within a given horizon. Shortfall inventory is the amount by which a periods inventory
undershoots that periods target inventory.
Margin Shipped
This KPI sums up the margin values (Delivery Revenue Delivery Cost) of all deliveries within
a given period.
Valued Late Deliveries
Total value of late delivery items within a given period, i.e. the absolute revenue amount
delivered late.
9.7.2 Scorecard Management Cycle
KPIs and scorecards provide an aggregated assessment of a plans quality. They are valuable to
identify good scenarios by comparing scenarios to each other. This chapter shows typical cycle steps
when working with KPI/Scorecard with scenarios.
1. Create a scorecard and add predefined KPI as needed.
2. Parameterize each KPI by defining the weight and the scores, and setting filters.
3. View and compare the KPI results of selected scenarios.
4. (Select Scenario Management and apply actions of the best performing scenario to the
global plan)
9.8 Manage Scorecards
Scorecards are typically created by an administrative user as they are a standardized way of
measuring (planned) performance for an organizational unit.
Within the Manage Scorecards screen, the top section shows the general view (scorecards names)
and the lower part of the screen shows the details of a selected scorecard (referenced KPIs and their
values).
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Figure 290: Manage Scorecards screen
9.8.1 Manage Scorecards - General View
The following list gives a brief description of the data fields from the general view:
Name List of all scorecards created
Description Description of the scorecards
Table 380: Manage Scorecards general view report results
The following list gives a brief description of the button functionalities from the general view:
Buttons Description
Retrieve Refreshes the screen (e.g. after a disconnection)
Create Scorecard Opens a new dialog box New Scorecard where a new scorecard can be
created
Change Scorecard Opens a new dialog box Change Scorecard where a selected scorecard can
be updated
Delete Scorecard Opens a new dialog box Delete Scorecard where the selected scorecard
can be deleted

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Clone Scorecard Opens a new dialog box Clone Scorecard where the selected scorecard can
be cloned
Table 381: Manage Scorecard - general view buttons functionality
9.8.1.1 Create Scorecard
To create a new scorecard:
1. Click on Create button.
This opens the New Scorecard dialog box.
2. Enter the Name (mandatory).
3. Enter the Description for the new scorecard.

Name Name of the scorecard
Description Description of the scorecard (it can describe a particular use case e.g. Channel
Performance or Sales View)
Table 382: New Scorecard - report results
9.8.1.2 Change Scorecard
To change an existing scorecard:
1. Select the scorecard that needs to be changed.
2. Click on Change Scorecard button.
This opens the Change Scorecard dialog.
3. Change the Name and/or Description.
4. Click on OK.
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9.8.1.3 Delete Scorecard
The user selects one scorecard to delete:
1. Select the scorecard from the Manage Scorecards screen.
2. Click on the button Delete Scorecard.
3. Confirm the deletion by clicking on the button OK in the Delete Scorecard screen.

9.8.1.4 Clone Scorecard
The user selects one scorecard to clone:
1. Select the scorecard from the Manage Scorecards screen.
2. Click on the button Clone Scorecard.
3. Enter a new Name for the cloned scorecard. Scorecard names must not be duplicated and
duplicate names will be rejected.
4. Confirm by clicking on the button OK in the Clone Scorecard screen.
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9.8.2 Manage Scorecards - Detail View
KPIs assess quality at different scales and units of measurement. Moreover, KPIs are only the
measurements and have no a priori relation to judgments. These judgments are provided by scoring, a
mechanism that assigns a numerical score between 0 and 100 to KPI values based on a simple user
provided scale. A score is a value between 0 and 100 where 100 is best and 0 is worst. For some KPIs
large values indicate better performance (increasing KPIs), whereas for other KPIs low values are
better (decreasing KPIs).
Figure 291: Score assignment for increasing and decreasing KPIs
The following list gives a brief description of the data fields from the Manage Scorecards detail view:
KPI Name of the key performance index (what kind of performance is the index
measuring in general)
Title Title of the key performance index (specific performance measurement)
Weight A value used to express the relative importance of a KPI with respect to
other KPIs for the scorecard at hand. The higher the value the more

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important the KPI is. Scores are multiplied by the weight to give a weighted
score. Typically, the weight is a percentage between 0 and 100.
Value0 Scorecards display scores and scores are computed from KPI values by
means of a capped linear transformation. A score is a value between 0 and
100 where 100 is best and 0 is worst. For some KPIs large values indicate
better performance (increasing KPIs), whereas for other KPIs low values are
If the value in this field is lower than the value in the field KPI value
assigned score 100, then the KPI is increasing. Otherwise, it is decreasing.
This field contains the KPI threshold value that is assigned a score of 0. For
an increasing KPI, values equal or below this threshold get score 0, for
decreasing KPIs, values equal or above this value get score 0.
Value100 This field complements the field KPI value assigned score 0.
This field contains the KPI threshold value that is assigned a score of 100.
For an increasing KPI, values equal or above this threshold get score 100,
for decreasing KPIs, values equal or below this value get score 100.
Value LCL An optional value used in scorecard visualization. Used to display limits and
resp. heat maps in the KPI Detail control chart.
This field is used to define the lower limit for KPI values that are outside of a
tolerated range and are supposed to require intervention.
Value LWL An optional value used in scorecard visualization. Used to display limits and
tolerated range and require close observation.
Value STD An optional value used in scorecard visualization. Used to display limits in
the KPI Detail control chart.
Value TGT An optional value used in scorecard visualization. Used to display limits in
Value UCL An optional value used in scorecard visualization. Used to display limits and
This field is used to define the upper limit for KPI values that are outside of
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a tolerated range and are supposed to require intervention.
Value UWL An optional value used in scorecard visualization. Used to display limits and
a tolerated range and are supposed to require close observation.
Table 383: Manage Scorecards scorecard detail view report results
The following list gives a brief description of the button functionalities from the Manage Scorecard
detail view:
Buttons Description
Add KPI Opens a new window Add KPI where a new KPI can be created
Change KPI Opens a new window Change KPI where a selected KPI can be updated
Delete KPI Opens a new window Delete KPI where the selected scorecard can be
deleted
Change Rank Opens a new window Change Rank where the ranking of KPIs can be
changed
Table 384: Manage Scorecard scorecard detail view buttons functionality
9.8.2.1 Add KPI / Change KPI
The following screenshots show the dialog boxes Add KPI and Change KPI:
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The following list gives a brief description of the data fields from the Add KPI / Change KPI dialog
boxes:
Scorecard Name of the selected scorecard in the Manage Scorecard general view
Weight for KPI A value used to express the relative importance of a KPI with respect to
other KPIs for the scorecard at hand. The higher the value the more
important the KPI is. Scores are multiplied by the weight to give a weighted
score. Typically, the weight is a percentage between 0 and 100.
KPI value assigned
score 0
Scorecards display scores and scores are computed from KPI values by
means of a capped linear transformation. A score is a value between 0 and
100 where 100 is best and 0 is worst. For some KPIs large values indicate
better performance (increasing KPIs), whereas for other KPIs low values are
If the value in this field is lower than the value in the field KPI value
assigned score 100, then the KPI is increasing. Otherwise, it is decreasing.

Figure 292: Add KPI / Change KPI
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This field contains the KPI threshold value that is assigned a score of 0. For
an ascending KPI, values equal or below this threshold get score 0, for
descending KPIs, values equal or above this value get score 0.
KPI value assigned
score 100
This field complements the field KPI value assigned score 0.
This field contains the KPI threshold value that is assigned a score of 100.
For an increasing KPI, values equal or above this threshold get score 100,
for decreasing KPIs, values equal or below this value get score 100.
Lower Control Limit An optional value used in scorecard visualization. Used to display limits and
tolerated range and are supposed to require intervention.
Lower Warn Limit An optional value used in scorecard visualization. Used to display limits and
tolerated range and require close observation.
Upper Warn Limit An optional value used in scorecard visualization. Used to display limits and
a tolerated range and are supposed to require close observation.
Upper Control Limit An optional value used in scorecard visualization. Used to display limits and
a tolerated range and are supposed to require intervention.
Standard An optional value used in scorecard visualization. Used to display limits in
Target An optional value used in scorecard visualization. Used to display limits in
Table 385: Add KPI / Change KPI dialog box description
By clicking on the button Set Filter a new window will be open where a user can define report filter
settings.
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List
Controller If specified, data is preselected by Controller name
Horizon Filter Specifies the start and end date of data considered for the calculation.
Customer Filter If specified, data is preselected by Customer
Table 386: KPI Filter
9.8.2.2 Delete KPI
The user selects one KPI to delete:
1. Select the KPI from the Manage Scorecards detail view
2. Click on the button Delete KPI
3. Confirm the deletion by clicking on the button OK in the Delete KPI screen.

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9.8.2.3 Change Rank
The user can change the rank of the KPIs:
1. Select the Change Rank button
2. Use the arrow buttons to change the rank of the KPIs
3. Confirm the rank change by clicking on the button OK in the Change Rank screen.

9.9 View Scorecard
In the View Scorecard screen, the selected scorecard will be presented listing KPIs of each selected
scenario. Two types of views are provided: A tabular view and a graphical representation of the
scorecard.
9.9.1 Tabular View
The tabular view of the View Scorecard report displays value, score and weighted score of each KPI
for the selected scorecard and the selected scenario(s)
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Figure 293: View Scorecard screen
Scorecard Data is displayed for the selected scorecard
Scenario A scenario or a list of scenarios will be selected; data is filtered by selected
scenario or scenario list
Value If checked, the value of each KPI is displayed
Score If checked, the score of each KPI is displayed
Weighted Score If checked, the weighted score of each KPI is displayed
Table 387: View Scorecard - selection criteria
Weight A value used to express the relative importance of a KPI with respect to other
KPIs for the scorecard at hand. The higher the value the more important the
KPI is. Scores are multiplied by the weight to give a weighted score. Typically,
the weight is a percentage between 0 and 100.
Value A value used to express the relative importance of a KPI with respect to other
KPIs for the scorecard at hand. The higher the value the more important the

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KPI is.
Score A score is a value between 0 and 100 where 100 is best and 0 is worst. For
some KPIs large values indicate better performance (increasing KPIs),
whereas for other KPIs low values are better (decreasing KPIs).
Weighted Score Scores are multiplied by the weight to give a weighted score.
Table 388: View Scorecards report results
9.9.2 Graphical View
The graphical representation of the scorecard is available as Radar Chart or Bar Chart. Additionally KPI
Detail presentation is available.
A Radar Chart is a two dimensional presentation:
KPI
Scenario
Score / Weighted Score

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Figure 294: View Scorecard - Radar Chart
The Bar Chart is a two dimensional presentation:
Scenario / KPI
Score / Weighted Score
Here the user can select which value will be displayed (y-axis) and if KPI or Scenario will be
representing the x-axis. The following screenshot shows the selection of Scenario and Score.
Figure 295: View Scorecard - bar chart
The KPI Detail tab shows for each active scenario the score value of the KPI. This is a very simple two-
dimensional view, which should help to understand the values better and easier.

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Figure 296: View Scorecards - KPI Detail
At the end, the last tab Settings offers the possibility to define colors for the KPI:

Press the Set button to save the new color definition.
Press the Default button to apply to the default color definition.
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10 Screens
This chapter lists down all screens available in the accordion menu:
Master Data,
Transactional Data,
Demand Pre-Processing,
Planning Triggers and Planning Steps,
Demand reports,
Supply reports,
Scenario Management.
Each subchapter contains a link associated with the place in the document where the particular screen
is explained in detail.
10.1 Ack Date Report
For detail information about the Ack Date report, please refer to chapter 7.4.

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10.2 Additional Demand
For detail information about the Additional Demand screen, please refer to chapter 3.1.5

10.3 Adjust Primary Demand
For detail information about the Adjust Primary Demand screen, please refer to 5.4.

10.4 Backlog FGI Report
For detail information about the Backlog FGI report, please refer to chapter 8.16.
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10.5 Bill of Capacities
For detail information about the Bill of Capacities screen, please refer to chapter 0.

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10.6 Bill of Materials
For detail information about the Bill of Materials screen, please refer to chapter 2.8.2

10.7 Bucket to Date
For detail information about the Bucket to Date screen, please refer to chapter 4.3.

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10.8 Business Calendar
For detail information about the Business Calendar screen, please refer to chapter 2.1.3

10.9 Calculate Release Status
For detail information about the Calculate Release Status screen, please refer to chapter 5.10

10.10 Calendar Workbench
For detail information about the Calendar Workbench screen, please refer to chapter 2.2.2.
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10.11 Calendar Setup
For detail information about the Calendar Setup screen, please refer to chapter 2.2.3.

10.12 Capacity Workbench
For detail information about the Capacity Workbench screen, please refer to chapter 2.10.2.
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10.13 Capacity Adjustment
For detail information about the Capacity Adjustment screen, please refer to chapter 2.10.5.
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10.14 Capacity Commit
For detail information about the Capacity Commit screen, please refer to chapter 3.3.3.
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10.15 Capacity Family
For detail information about the Capacity Family screen, please refer to chapter 2.10.6.

10.16 Capacity Profile
For detail information about the Capacity Profile screen, please refer to chapter 2.10.4
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10.17 Capacity Requirements
For detail information about the Capacity Requirements report, please refer to chapter 8.18.

10.18 Capacity Setup
For detail information about the Capacity Setup screen, please refer to chapter 2.10.3.
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10.19 Capacity Utilization
For detail information about the Capacity Utilization report, please refer to chapter 8.19.

10.20 Change Order Proposal
For detail information about the Change Order Proposal report, please refer to chapter 8.14.
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10.21 Channel Mapping
For detail information about the Channel Mapping screen, please refer to chapter 2.4.4.

10.22 Channel Workbench
For detail information about the Channel Workbench screen, please refer to chapter 2.4.3.
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10.23 Commit Type
For detail information about the Commit Type screen, please refer to chapter 3.3.

10.24 Constraint Based Planning
For detail information about the Constraint Based Planning screen, please refer to chapter 5.6.2.
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10.25 Consumption Report
For detail information about the Consumption Report, please refer to chapter 8.20.
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10.26 Create Pegging
For detail information about the Create Pegging screen, please refer to chapter 5.8.

10.27 Create Firm Supply
For detail information about the Create Firm Supply screen, please refer to chapter 5.5.
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10.28 Create Primary Demand
For detail information about the Create Primary Demand screen, please refer to 5.2.3.1
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10.29 Create SFC
For detail information about the Create SFC screen, please refer to chapter 4.5.5.
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10.30 Customer Order
For detail information about the Customer Order screen, please refer to chapter 3.1.3.3

10.31 Customer Setup
For detail information about the Customer Setup screen, please refer to chapter 2.4.2.
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10.32 Delivery Plan
For detail information about the Delivery Plan report, please refer to chapter 7.5.

10.33 Delivery Workbench
For detail information about the Delivery Workbench report, please refer to chapter 7.6.
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10.34 Demand Bottom Up Pegging
For detail information about the Demand Bottom Up Pegging report, please refer to chapter 7.9.

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10.35 Demand Commit
For detail information about the Demand Commit report, please refer to chapter 7.3.

10.36 Demand Flow Report
For detail information about the Demand Flow Report, please refer to chapter 7.11.
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10.37 Demand Report
For detail information about the Demand Report, please refer to chapter 7.10.

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10.38 Depot Setup
For detail information about the Depot Setup screen, please refer to chapter 2.3.2.

10.39 Depot Family
For detail information about the Depot Family screen, please refer to chapter 2.3.3.

10.40 Family Setup
For detail information about the Family Setup screen, please refer to chapter 2.5.5.
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10.41 FC Netting Overview
For detail information about the FC Netting Overview screen, please refer to chapter 4.4.

10.42 FC Type
For detail information about the FC Type screen, please refer to chapter 4.1.
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10.43 Firm Planned Order
For detail information about the Firm Planned Order screen, please refer to chapter 3.2.5

10.44 Firm Supply
For detail information about the Firm Supply screen, please refer to chapter 3.2.6
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10.45 Forecast
For detail information about the Forecast screen, please refer to chapter 4.2

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10.46 Forecast Allocation
For detail information about the Forecast Allocation screen, please refer to chapter 4.5.3

10.47 Forecast Classification
For detail information about the Forecast Classification screen, please refer to chapter 4.5.2.
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10.48 Forecast Commit
For detail information about the Forecast Commit screen, please refer to chapter 5.12.
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10.49 Forecast Netting
For detail information about the Forecast Netting screen, please refer to chapter 4.5.1.

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10.50 Graphical Inventory Report
For detail information about the Graphical Inventory Report, please refer to chapter 8.5.

10.51 Inventory
For detail information about the Inventory screen, please refer to chapter 3.2.1.
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10.52 Inventory Reservation
For detail information about the Inventory Reservation screen, please refer to chapter 3.1.6.
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10.53 Inter Warehouse Transfer
For detail information about the Inter Warehouse Transfer screen, please refer to chapter 3.2.2.

10.54 IWT Proposal
For detail information about the IWT Proposal report, please refer to chapter 8.12.
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10.55 Lateness Prio Map
For detail information about the Lateness Prio Map report, please refer to chapter 7.2.

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10.56 Load Capacity Commit
For detail information about the Load Capacity Commit screen, please refer to chapter 3.3.4.

10.57 Load Material Commit
For detail information about the Load Material Commit screen, please refer to chapter 3.3.2.

10.58 Locked Order
For detail information about the Locked Order report, please refer to chapter 7.14.
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10.59 Manage Scenarios
For detail information about the Manage Scenarios report, please refer to chapter 9.2.

10.60 Manage Scorecards
For detail information about the Manage Scorecards report, please refer to chapter 9.8
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10.61 Management Dashboard Report
For detail information about the Management Dashboard report, please refer to chapter 7.1.
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10.62 Material Attribute
For detail information about the Material Attribute screen, please refer to chapter 5.10.2.1.
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10.63 Material Commit
For detail information about the Material Commit screen, please refer to chapter 3.3.1.4.

10.64 Material Environment
The Material Environment screen provides access to the following transactional planning data:
Firm Planned Order 3.2.5
Inventory 3.2.1
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Work Order 3.2.4
Inter Warehouse Transfer 3.2.2
Purchase Order 3.2.3
Inventory Reservation 3.1.6
Customer Order 3.1.3
Additional Demand 3.1.5
Shippable Forecast 3.1.4
All information is also available on individual screens (by selecting the links above).

Material Environment - Retrieving Data:You can retrieve the data with the following selection criteria:
Depot/Family/List: If specified, data is filtered by Depot Number, Depot Family or Depot
List.
Part/Family/List: If specified, data is filtered by Part Number, Part Family or Part List.
Controller: If specified, data is filtered by Controller
Product Line: If specified, data is filtered by Product Line.
Table 389: Material Environment - retrieving data
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The Material Environment screen contains multiple tabs. To retrieve available data for all tabs, check
the Retrieve All check box and press Retrieve.
10.65 Material Requirements Planning
For detail information about the Material Requirements Planning screen, please refer to chapter
5.7.

10.66 Memo Escalation Level
For detail information about the Memo Escalation Level screen, please refer to chapter 8.17.4.

10.67 Memo Report
For detail information about the Memo report, please refer to chapter 8.17.

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10.68 Multi-Level BoM
For detail information about the Multi-Level BoM report, please refer to chapter 2.8.3.

10.69 NP Code Mapping
For detail information about the NP Code Mapping screen, please refer to chapter 5.2.3.4.
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10.70 Order Lock
For detail information about the Order Lock screen, please refer to chapter 3.1.3.4.

10.71 Part Lock
For detail information about the Part Lock screen, please refer to chapter 2.5.6.

10.72 Part-Depot Setup
For detail information about the Part-Depot Setup screen, please refer to chapter 2.5.4.
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10.73 Part Setup
For detail information about the Part Setup screen, please refer to chapter 2.5.3.
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10.74 Part Workbench
For detail information about the Part Workbench screen, please refer to chapter 2.5.2.
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10.75 Pegging Report
For detail information about the Pegging Report, please refer to chapter 7.12.
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10.76 Pick List Report
For detail information about the Pick List Report screen, please refer to chapter 7.13.

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10.77 Planning Grid
For detail information about the Planning Grid screen, please refer to chapter 2.1.2.2

10.78 Planning Horizon
For detail information about the Planning Horizon screen, please refer to chapter 2.1.2.1

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10.79 PO Proposal
For detail information about the PO Proposal report, please refer to chapter 8.11.

10.80 Primary Demand
For detail information about the Primary Demand screen, please refer to chapter 4.6.

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10.81 Priority Manager
For detail information about the Priority Manager screen, please refer to chapter 5.3.

10.82 Priority Mapping
For detail information about the Priority Mapping screen, please refer to chapter 5.2.3.5.

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10.83 Process Replenishment Plan
For detail information about the Process Replenishment Plan report, please refer to chapter 8.4.

10.84 Process Setup
For detail information about the Process Setup screen, please refer to chapter 2.7.2.

10.85 Process Share
For detail information about the Process Share Overview and Definition screens, please refer to
chapter 2.7.3.
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10.86 Purchase Order
For detail information about the Purchase Order screen, please refer to chapter 3.2.3.

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10.87 Push Short Alert Report
For detail information about the Push Short Alert Report, please refer to 7.8.

10.88 Reallocation
For detail information about the Reallocation screen, please refer to chapter 5.9.
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10.89 Replay Action Log
For detail information about the Replay Action Log screen, please refer to chapter 9.6.
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10.90 Replenishment Proposals
For detail information about the Replenishment Proposals report, please refer to chapter 8.2.

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10.91 Replenishment Report
For detail information about the Replenishment report, please refer to chapter 8.1.

10.92 Replenishment WO Detail
For detail information about the Replenishment WO Detail report, please refer to chapter 8.3.

10.93 Requirement Report
For detail information about the Requirement Report, please refer to chapter 8.10.
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10.94 Save Capacity Commit
For detail information about the Save Capacity Commit screen, please refer to chapter 3.3.3.3.

10.95 Save Material Commit
For detail information about the Save Material Commit screen, please refer to chapter 3.3.1.3.
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10.96 Shippable Forecast
For detail information about the Shippable Forecast screen, please refer to chapter 3.1.4.2.
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10.97 Shortage Analysis
For detail information about the Shortage Analysis screen, please refer to chapter 5.11.

10.98 Shortage Excess Report
For detail information about the Shortage Excess report, please refer to chapter 8.15.
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10.99 Slice SFC
For detail information about the Slice SFC screen, please refer to chapter 4.5.4.
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10.100 Supply Bottom Up Pegging Report
For detail information about the Supply Bottom Up Pegging report, please refer to chapter 8.7.

10.101 Supply Report
For detail information about the Supply Report, please refer to chapter 8.8.
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10.102 Supply Workbench
For detail information about the Supply Workbench report, please refer to chapter 8.6.

10.103 Target Inventory
For detail information about the Target Inventory screen, please refer to chapter 2.9.
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10.104 Top Down Pegging Report
For detail information about the Top Down Pegging Report, please refer to chapter 7.7.

10.105 View Scorecard
For detail information about the View Scorecard screen, please refer to chapter 9.9.
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10.106 WO Proposal
For detail information about the WO Proposal report, please refer to chapter 8.13.

10.107 Work Order
For detail information about the Work Order screen, please refer to chapter 3.2.4.
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10.108 WOP Detail Report
For detail information about the Work Order screen, please refer to chapter 8.9.

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2012 by icon-scm Appendix | 1
A Appendix: Shortcuts
The following chapters enlist all shortcuts that can be used in the ICON-SCP Client.
A.1 File
Shortcut Description
Ctrl + R: Retrieve
Ctrl + I: Insert Row
Ctrl + D: Delete Row
Ctrl + S: Save Changes
Ctrl + F: Filter Mode
Ctrl + Alt + A: Ad-Hoc Filter
Ctrl + Alt + F: Load Filter
Ctrl + Q: Query Mode
Ctrl + Shift + Q: Query Builder
Ctrl + Alt + Q: Load Query
Ctrl + O: Sort Mode
Ctrl + Alt + S: Load Sort
Ctrl + Shift + A: Save As
Ctrl + M: Load From
Ctrl + N: Information Screen
Ctrl + H: Chart
Ctrl + W: Print Preview
Ctrl + Shift + W: Quick Print
Ctrl + P: Print
Ctrl + F4: Close Screen
Alt + F4: Exit
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A.2 Edit
Ctrl + Shift + Z Reset Value
Ctrl + Shift + R Clear Screen
Ctrl + Shift + C Copy all Data
Ctrl + Shift + V Paste
Ctrl + Shift + F Find
Ctrl + Shift + G Scroll to Row
Ctrl + U Fill Column
Ctrl + Shift + T Trim Column
Ctrl + A Select All
Ctrl + Shift + I Invert Selection
A.3 Window
F5 Refresh All
Ctrl + F6 Next Tab
Ctrl + Shift + F6 Previous Tab
Ctrl + 1 - Ctrl + 9 Accordion Menus
Ctrl + Y Menu List
F10 Sets focus on the upper menu (e.g. File menu)
Shift + F10 Opens context menu (right mouse click)
F4 Opens content of a drop down list box
F2 Simulates double click in a column
F6 Skips focus in a data window
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A.4 Help
F1 Help
Shift + F1 Context Help
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B Appendix: Table of Figures and Tables
The following chapters enlist all figures and tables in this documentation.
B.1 Table of Figures
Figure 1: The icon-scm Process ................................................................................................... 3
Figure 2: Supply Chain Network .................................................................................................. 5
Figure 3: Planning Horizon .......................................................................................................... 8
Figure 4: Planning Grid dialog box ............................................................................................... 9
Figure 5: Business Calendar ...................................................................................................... 11
Figure 6: Create Business Calendar dialog box ............................................................................ 12
Figure 7: Delete Business Calendar ............................................................................................ 13
Figure 8: Calendar Workbench .................................................................................................. 27
Figure 9: Working/non-working days ......................................................................................... 29
Figure 10: Delete Calendar ....................................................................................................... 30
Figure 11: Calendar Setup ........................................................................................................ 30
Figure 12: Pattern box in the Create Calendar screen .................................................................. 31
Figure 13: Adding a holiday in the Calendar Workbench screen ..................................................... 31
Figure 14: Depot setup ............................................................................................................ 33
Figure 15: Depot Family ........................................................................................................... 34
Figure 16: Customer Setup screen ............................................................................................. 38
Figure 17: Channel screen ........................................................................................................ 39
Figure 18: Channel Mapping screen ........................................................................................... 41
Figure 19: Supply Chain View & Material Flow View ..................................................................... 42
Figure 20: Low price and High price channels .............................................................................. 47
Figure 21: Part Workbench screen ............................................................................................. 48
Figure 22: Part Setup screen .................................................................................................... 50
Figure 23: Part-Depot Setup screen ........................................................................................... 51
Figure 24: Part Family Setup screen .......................................................................................... 54
Figure 25: Part Lock ................................................................................................................ 56
Figure 26: Raw material list for SYSTEM_1 and SYSTEM_2 parts ................................................... 58
Figure 27: Supplier Setup screen ............................................................................................... 61
Figure 28: Definition of Production Processes in Process Setup ...................................................... 63
Figure 29: Definition of Production Process in BoM ....................................................................... 63
Figure 30: Definition of Production Process in Capacity ................................................................. 64
Figure 31: Process Types Lead Time ....................................................................................... 68
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Figure 32: Process Setup screen................................................................................................ 71
Figure 33: Process Share Overview screen ................................................................................. 75
Figure 34: Process Share Definition screen ................................................................................. 76
Figure 35: Production Process Example ...................................................................................... 79
Figure 36: Depot Process Example ............................................................................................. 81
Figure 37: Supplier Process Example ......................................................................................... 82
Figure 38: Alternative Suppliers process ..................................................................................... 83
Figure 39: Alternative Sourcing process ..................................................................................... 85
Figure 40: Alternative Production Processes ................................................................................ 86
Figure 41: In-House consumption vs. outsourced supply .............................................................. 88
Figure 42: Various In-House Consumption models ....................................................................... 90
Figure 43: Bill of Materials screen .............................................................................................. 95
Figure 44: Bill of Materials Inverted ........................................................................................ 97
Figure 45: Multi-level BoM Report Structure view ........................................................................ 98
Figure 46: Target Inventory screen .......................................................................................... 107
Figure 47: Capacity Workbench screen ..................................................................................... 115
Figure 48: Preview screen ...................................................................................................... 116
Figure 49: Capacity Setup screen ............................................................................................ 116
Figure 50: Capacity Profile screen ............................................................................................ 119
Figure 51: Capacity Adjustment .............................................................................................. 120
Figure 52: Capacity Family screen ........................................................................................... 121
Figure 53: Preview Tab with Daily Capacity and Weekly Planning setup ........................................ 123
Figure 54: Setup of the planning on the daily basis in the Planning Grid screen ............................. 124
Figure 55: Preview tab with Daily Capacity and daily planning ..................................................... 124
Figure 56: Preview tab with Capacity Profile and weekly planning ................................................ 125
Figure 57: Preview tab with Capacity Profile and weekly planning ................................................ 126
Figure 58: Bill of Capacities .................................................................................................... 127
Figure 59: Planning Model example ......................................................................................... 137
Figure 60: Scenario1 and Scenario2 Example ............................................................................ 138
Figure 61: Roll Up Cost Example ............................................................................................. 142
Figure 62: Price Model ........................................................................................................... 144
Figure 63: Customer Order screen ........................................................................................... 147
Figure 64: Locked Order screen ............................................................................................... 149
Figure 65: Shippable Forecast screen ....................................................................................... 152
Figure 66: Additional Demand screen ....................................................................................... 154
Figure 67: Inventory Reservation screen .................................................................................. 156
Figure 68: Inventory screen .................................................................................................... 158
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Figure 69: Inter Warehouse Transfer screen ............................................................................. 159
Figure 70: Purchase Order screen ............................................................................................ 162
Figure 71: Work Order screen ................................................................................................. 164
Figure 72: Firm Planned Order screen ...................................................................................... 167
Figure 73: Firm Supply screen ................................................................................................ 174
Figure 74: Supply Chain Collaboration ...................................................................................... 176
Figure 75: Commit Type screen ............................................................................................... 177
Figure 76: Save Material Commit process ................................................................................. 177
Figure 77: Save Material Commit dialog box ............................................................................. 178
Figure 78: Material Commit screen .......................................................................................... 180
Figure 79: Load Material Commit process ................................................................................. 182
Figure 80: Material Commit screen .......................................................................................... 183
Figure 81: Load Material Commit dialog box ............................................................................. 184
Figure 82: Save Capacity Commit process ................................................................................ 186
Figure 83: Save Capacity Commit - Capacity Utilization .............................................................. 186
Figure 84: Save Capacity Commit dialog box ............................................................................ 187
Figure 85: Capacity Commit screen ......................................................................................... 188
Figure 86: Load Capacity Commit process ................................................................................ 190
Figure 87: Capacity Commit ................................................................................................... 191
Figure 88: Load Capacity Commit dialog box............................................................................. 192
Figure 89: Capacity Profile ...................................................................................................... 193
Figure 90: FC Type screen ...................................................................................................... 195
Figure 91: Forecast screen ..................................................................................................... 195
Figure 92: Bucket to Date screen ............................................................................................ 197
Figure 93: Parameter CURRENT_DATE ..................................................................................... 198
Figure 94: FC Netting Overview screen..................................................................................... 199
Figure 95: Demand Processing ................................................................................................ 201
Figure 96: Example Forecast ................................................................................................... 202
Figure 97: Forecast Netting dialog box ..................................................................................... 203
Figure 98: Comparison of disaggregation strategies ................................................................... 207
Figure 99: Supply Chain ......................................................................................................... 211
Figure 100: Channel Hierarchy ................................................................................................ 212
Figure 101: Forecast Classification dialog box ........................................................................... 217
Figure 102: Forecast Allocation dialog box ................................................................................ 220
Figure 103: Forecast Allocation dialog with sort order selection ................................................... 222
Figure 104: Slice SFC dialog box ............................................................................................. 224
Figure 105: Shippable forecast before slicing ............................................................................ 226
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Figure 106: Shippable forecast after slicing............................................................................... 227
Figure 107: Create SFC dialog box ........................................................................................... 228
Figure 108: Primary Demand screen ........................................................................................ 230
Figure 109: Create Primary Demand dialog ............................................................................... 235
Figure 110: NP Code Mapping screen ....................................................................................... 240
Figure 111: Priority Mapping screen ......................................................................................... 241
Figure 112: Priority Manager screen ........................................................................................ 245
Figure 113: Patterns screen .................................................................................................... 246
Figure 114: Preview Pattern, Execute Pattern and Cycle Pattern dialog boxes ............................... 247
Figure 115: Rules screen ........................................................................................................ 248
Figure 116: Preview Rule and Execute Rule dialog boxes ............................................................ 249
Figure 117: Pattern Details ..................................................................................................... 250
Figure 118: Adjust Primary Demand ........................................................................................ 253
Figure 119: Create Firm Supply dialog box ............................................................................... 255
Figure 120: Supply Order Status Mapping ................................................................................ 256
Figure 121: ICON-SCP Process steps........................................................................................ 259
Figure 122: Constraint Based Planning dialog box ...................................................................... 260
Figure 123: Work Order Pull-Ahead ......................................................................................... 268
Figure 124: Smart Allocation Example I ................................................................................... 269
Figure 125: Smart Allocation Example 2 ................................................................................... 270
Figure 126: Smart Allocation Example 3 ................................................................................... 270
Figure 127: Hard Allocation Example 1 ..................................................................................... 271
Figure 128: Hard Allocation Example 2 ..................................................................................... 271
Figure 129: In-house Consumption - Supplier example .............................................................. 272
Figure 130: Inhouse Flag example ........................................................................................... 273
Figure 131: Jump over Bill of Material example ......................................................................... 274
Figure 132: Jump over Alternative Components example ............................................................ 275
Figure 133: Pull Flag unchecked .............................................................................................. 278
Figure 134: Pull Flag checked .................................................................................................. 279
Figure 135: Repair Lot Sizes Flag unchecked example ................................................................ 280
Figure 136: Repair Lot Sizes checked example .......................................................................... 280
Figure 137: Initial state .......................................................................................................... 283
Figure 138: Inhouse Flag set on Top Alternative Choice Level ..................................................... 285
Figure 139: Inhouse Flag set on Top Alternative Level and on Sub-components ............................ 286
Figure 140: Initial state .......................................................................................................... 288
Figure 141: Inhouse Flag set on Top Alternative Level and on Sub-component alternatives ............ 290
Figure 142: Inhouse consumption with Pull Flag on.................................................................... 292
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Figure 143: Use Up Scenario ................................................................................................... 295
Figure 144: Complex Supply Network ...................................................................................... 296
Figure 145: Material Requirements Planning screen ................................................................... 296
Figure 146: Create Pegging screen .......................................................................................... 298
Figure 147: Demand and Supply ............................................................................................. 299
Figure 148: Pegging tree (demand and supply) ......................................................................... 300
Figure 149: Reallocation screen............................................................................................... 302
Figure 150: Reallocation Step1................................................................................................ 305
Figure 151: Reallocation - final result ....................................................................................... 307
Figure 152: Calculate Release Status screen ............................................................................. 308
Figure 153: Material Attribute screen ....................................................................................... 309
Figure 154: Shortage Analysis screen ...................................................................................... 314
Figure 155: Forecast Commit dialog ......................................................................................... 318
Figure 156: User Profile .......................................................................................................... 326
Figure 157: Undock screen ..................................................................................................... 333
Figure 158: Split tab .............................................................................................................. 334
Figure 159: Split screen ......................................................................................................... 335
Figure 160: Wildcard Retrieval ................................................................................................ 336
Figure 161: Retrieval using standard filters ............................................................................... 337
Figure 162: List Selection Tool ................................................................................................ 338
Figure 163: Querymode String Filter ........................................................................................ 341
Figure 164: Querymode Date Filter .......................................................................................... 341
Figure 165: Querymode Numeric Filter ..................................................................................... 342
Figure 166: Query Builder ...................................................................................................... 342
Figure 167: Batch Update dialog of the Process Setup screen ...................................................... 353
Figure 168: Pivot Table .......................................................................................................... 360
Figure 169: Detailed view of value item ................................................................................... 361
Figure 170: Pivot Setup .......................................................................................................... 361
Figure 171: Information screen ............................................................................................... 364
Figure 172: Find Tool ............................................................................................................. 366
Figure 173: Print Preview ....................................................................................................... 367
Figure 174: Print Settings ....................................................................................................... 368
Figure 175: Parameter ........................................................................................................... 369
Figure 176: Planning Setting ................................................................................................... 371
Figure 177: User Authorization ................................................................................................ 373
Figure 178: Create Account .................................................................................................... 374
Figure 179: Menu Configuration .............................................................................................. 376
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Figure 180: Change Menu ....................................................................................................... 377
Figure 181: Command Wizard screen with stored server command .............................................. 378
Figure 182: Change Menu context menu .................................................................................. 378
Figure 183: Menu Settings ...................................................................................................... 379
Figure 184: Static Menu ......................................................................................................... 380
Figure 185: Report Repository ................................................................................................ 382
Figure 186: Manage Auxiliary Fields ......................................................................................... 384
Figure 187: Manage Merge Columns ........................................................................................ 385
Figure 188: Add Columns Wizard ............................................................................................. 386
Figure 189: Simple Join Wizard ............................................................................................... 387
Figure 190: Conditional Join Wizard ......................................................................................... 388
Figure 191: Computed Columns Wizard .................................................................................... 389
Figure 192: Command Wizard ................................................................................................. 401
Figure 193: Command Wizard - New Command ........................................................................ 402
Figure 194: Command Wizard - Save Command ........................................................................ 403
Figure 195: Report Wizard - Custom Filter ................................................................................ 404
Figure 196: Report Wizard ...................................................................................................... 405
Figure 197: Report Wizard column selection ............................................................................. 407
Figure 198: Report Title ......................................................................................................... 408
Figure 199: Report Wizard Filter Selection - Standard Filter ..................................................... 409
Figure 200: Report Wizard - Custom Filter ................................................................................ 410
Figure 201: Create Custom Filter ............................................................................................. 411
Figure 202: Linking an excel template ...................................................................................... 415
Figure 203: Navigation Wizard ................................................................................................ 415
Figure 204: Parameter Mappings ............................................................................................. 417
Figure 205: Server Admin ...................................................................................................... 419
Figure 206: Server Admin report tab........................................................................................ 420
Figure 207: Active Sessions screen .......................................................................................... 420
Figure 208: Active Users screen .............................................................................................. 421
Figure 209: Service Response chart ......................................................................................... 422
Figure 210: Memory Usage ..................................................................................................... 423
Figure 211: Memory Usage Raw Data ...................................................................................... 425
Figure 212: Inbound Interface Status screen ............................................................................ 426
Figure 213: Outbound Interface Status screen .......................................................................... 427
Figure 214: Dictionary screen ................................................................................................. 428
Figure 215: Exceptions screen ................................................................................................ 429
Figure 216: Log table ............................................................................................................. 430
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Figure 217: Subscreen Customizing ......................................................................................... 432
Figure 218: Add/Remove Columns ........................................................................................... 435
Figure 219: Collapse / Expand Columns ................................................................................... 436
Figure 220: Suppress Repeating Values .................................................................................... 437
Figure 221: Default Filter/Sort Mode ........................................................................................ 438
Figure 222: Expert Mode ........................................................................................................ 439
Figure 223: Change Label ....................................................................................................... 440
Figure 224: Change Type - Number ......................................................................................... 442
Figure 225: Change Type - String ............................................................................................ 443
Figure 226: Change Colors ..................................................................................................... 446
Figure 227: Change Protection ................................................................................................ 448
Figure 228: Change Visibility .................................................................................................. 449
Figure 229: Change Update Settings ........................................................................................ 450
Figure 230: Access Settings .................................................................................................... 451
Figure 231: Security Settings .................................................................................................. 451
Figure 232: Drop-down Access ................................................................................................ 452
Figure 233: Drop-down Access properties ................................................................................. 452
Figure 234: Ticker Setup ........................................................................................................ 453
Figure 235: Web Executor ...................................................................................................... 454
Figure 236: Parameter - Web Executor .................................................................................... 454
Figure 237: External Dropdowns ............................................................................................. 455
Figure 238: Management Dashboard Report ............................................................................. 459
Figure 239: Management Dashboard Report Settings .............................................................. 460
Figure 240: Lateness/Prio Map ................................................................................................ 463
Figure 241: Lateness/ Prio Map - Settings ................................................................................ 464
Figure 242: Demand Commit Report ........................................................................................ 468
Figure 243: Demand Commit Setup ......................................................................................... 470
Figure 244: Ack Date Report ................................................................................................... 473
Figure 245: Delivery Plan Report ............................................................................................. 478
Figure 246: Delivery Workbench.............................................................................................. 483
Figure 247: Graphical Pegging Report ...................................................................................... 484
Figure 248: Top Down Pegging Report ..................................................................................... 486
Figure 249: Push/Short Alert Report ........................................................................................ 490
Figure 250: Demand Bottom Up Pegging Report ........................................................................ 495
Figure 251: Demand Report .................................................................................................... 498
Figure 252: Demand Flow Report ............................................................................................ 500
Figure 253: Pegging Report .................................................................................................... 502
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Figure 254: Pick List Report .................................................................................................... 505
Figure 255: Locked Order Report ............................................................................................. 506
Figure 256: Locked Orders Report selection criteria ................................................................... 508
Figure 257: Replenishment Report ........................................................................................... 514
Figure 258: Replenishment Setup ............................................................................................ 515
Figure 259: Replenishment Proposals Report ............................................................................ 520
Figure 260: Replenishment WO Detail Report ............................................................................ 523
Figure 261: Process Replenishment Plan................................................................................... 527
Figure 262: Graphical Inventory Report .................................................................................... 530
Figure 263: Supply Workbench ............................................................................................... 533
Figure 264: Supply Bottom Up Pegging Report .......................................................................... 535
Figure 265: Supply Report ...................................................................................................... 538
Figure 266: WOP Detail Report ................................................................................................ 541
Figure 267: Structure of secondary demands and consumptions .................................................. 545
Figure 268: Requirement Report ............................................................................................. 545
Figure 269: PO Proposal Report ............................................................................................... 547
Figure 270: IWT Proposal Report ............................................................................................. 551
Figure 271: WO Proposal Report.............................................................................................. 555
Figure 272: Change Order Proposal Report ............................................................................... 560
Figure 273: Shortage Excess Report ........................................................................................ 566
Figure 274: Backlog FGI Report............................................................................................... 575
Figure 275: Memo Report ....................................................................................................... 578
Figure 276: Capacity Requirements Report ............................................................................... 581
Figure 277: Capacity Utilization Report..................................................................................... 586
Figure 278: Capacity Utilization Report - Settings ...................................................................... 586
Figure 279: Capacity Utilization Setup ...................................................................................... 588
Figure 280: Consumption Report ............................................................................................. 590
Figure 281: Scenario tree view ................................................................................................ 594
Figure 282: Manage Scenarios ................................................................................................ 595
Figure 283: Rename Scenario ................................................................................................. 600
Figure 284: Activate Scenario ................................................................................................. 600
Figure 285: Deactivate Scenario .............................................................................................. 601
Figure 286: Scenario Access ................................................................................................... 602
Figure 287: Demand Commit report with scenario selection ........................................................ 604
Figure 288: View Scorecards screen......................................................................................... 605
Figure 289: Replay Action Log ................................................................................................. 605
Figure 290: Manage Scorecards screen .................................................................................... 609
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Figure 291: Score assignment for increasing and decreasing KPIs ............................................... 612
Figure 292: Add KPI / Change KPI ........................................................................................... 615
Figure 293: View Scorecard screen .......................................................................................... 619
Figure 294: View Scorecard - Radar Chart ................................................................................ 621
Figure 295: View Scorecard - bar chart .................................................................................... 621
Figure 296: View Scorecards - KPI Detail .................................................................................. 622
B.2 Table of Tables
Table 1: Planning Horizon report results ....................................................................................... 8
Table 2: Planning Grid dialog box description .............................................................................. 10
Table 3: Buttons in the Business Calendar .................................................................................. 11
Table 4: Business Calendar report results ................................................................................... 12
Table 5: Create Business Calendar dialog box description ............................................................. 13
Table 6: Settings in the Planning Grid ........................................................................................ 15
Table 7: Planned Inventory for the SYSTEM_1 part on monthly basis ............................................. 15
Table 8: Explanation of the Planning Grid screen ......................................................................... 16
Table 9: Planned Inventory for the SYSTEM_1 part on weekly basis ............................................... 17
Table 10: Planning Grid settings ................................................................................................ 17
Table 11: Daily, Weekly, Monthly Planning.................................................................................. 19
Table 12: Data setup in the Planning Grid ................................................................................... 19
Table 13: Planning Horizon with Default Business Calendar as GREGORIAN_US ............................... 20
Table 14: Data setup in the Planning Grid ................................................................................... 21
Table 15: Planning Horizon with Default Business Calendar as ISO ................................................ 21
Table 16: Business Calendar Settings......................................................................................... 22
Table 18: Business Calendar with Calendar Type 4-4-5 ................................................................ 23
Table 19: Planning Horizon with Calendar Type 4-4-5 .................................................................. 24
Table 20: Business Calendar Settings......................................................................................... 24
Table 22: Create Business Calendar settings ............................................................................... 25
Table 23: Business Calendar with Calendar Type GREGORIAN ....................................................... 25
Table 24: Calendar Workbench selection criteria.......................................................................... 27
Table 25: Calendar Workbench report results .............................................................................. 28
Table 26: Calendar Setup screen ............................................................................................... 31
Table 27: Calendar descriptions ................................................................................................ 32
Table 28: Depot selection criteria .............................................................................................. 33
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Table 29: Depot setup report results .......................................................................................... 33
Table 30: Depot Family selection criteria .................................................................................... 34
Table 31: Depot Family report results ........................................................................................ 35
Table 32: Depot Setup screen ................................................................................................... 35
Table 33: Depot Family Setup screen ......................................................................................... 36
Table 34: Modeling of depot families .......................................................................................... 37
Table 35: Customer selection criteria ......................................................................................... 38
Table 36: Customer report results ............................................................................................. 38
Table 37: Channel selection criteria ........................................................................................... 39
Table 38: Channel report results ............................................................................................... 39
Table 39: Channel Mapping selection criteria .............................................................................. 41
Table 40: Channel Mapping report results ................................................................................... 41
Table 41: Channel Workbench screen ........................................................................................ 43
Table 42: Parent channel modeling in the Channel Workbench screen ............................................ 43
Table 43: Data Setup in the Channel Mapping ............................................................................. 44
Table 44: Example of a parent channel mapping ......................................................................... 44
Table 45: Data Setup in the Channel Mapping ............................................................................. 45
Table 46: Channel modeling in the Channel Workbench screen ..................................................... 45
Table 47: Logic propagation of the price ..................................................................................... 46
Table 48: Channel Workbench screen ........................................................................................ 46
Table 49: Part Setup selection criteria ........................................................................................ 50
Table 50: Part Setup report results ............................................................................................ 51
Table 51: Part-Depot Setup selection criteria .............................................................................. 52
Table 52: Part-Depot Setup report results .................................................................................. 53
Table 53: Part Family Setup selection criteria .............................................................................. 54
Table 54: Part Family Setup report results .................................................................................. 54
Table 55: Part Lock report results .............................................................................................. 57
Table 56: Part set up for the parts SYSTEM_1 and SYSTEM_2 ....................................................... 59
Table 57: Part families setup in the Family Setup screen ............................................................. 60
Table 58: Parent part families setup in the Family Setup screen ................................................... 60
Table 59: Supplier selection criteria ........................................................................................... 61
Table 60: Supplier report results ............................................................................................... 61
Table 61: Supplier setup example .............................................................................................. 62
Table 62: Synonyms for WSD, CCD, WCD................................................................................... 68
Table 63: Lead Time and Follow-Up Time behavior for the three process types................................ 68
Table 64: Process Setup screen selection criteria ......................................................................... 72
Table 65: Process Setup report results ....................................................................................... 73
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Table 66: Process Share selection criteria ................................................................................... 75
Table 67: Process Share report results ....................................................................................... 76
Table 68: Process Share Definition screen selection criteria .......................................................... 76
Table 69: Process Shares Definition report results ....................................................................... 77
Table 70: Process setup screens ................................................................................................ 79
Table 71: Production Process setup in the BoM ............................................................................ 80
Table 72: Reference of the Production Process with the capacity ................................................... 80
Table 73: Depot process setup in the Process Setup screen .......................................................... 81
Table 74: Supplier Process setup in the Process Setup screen ....................................................... 83
Table 75: Split definition in the Process Setup screen ................................................................... 84
Table 76: Split reflected in the Supply Bottom Up report .............................................................. 84
Table 77: Process Setup screen ................................................................................................. 85
Table 78: Supply Bottom Up screen ........................................................................................... 86
Table 79: Process Setup screen ................................................................................................. 87
Table 80: Supply Bottom Up Pegging Report screen ..................................................................... 87
Table 81: On-Hand Inventory ................................................................................................... 88
Table 82: Bill of Materials screen ............................................................................................... 88
Table 83: Part -Depot screen with In-House Flag setup ................................................................ 89
Table 84: Supply Bottom Up Pegging report................................................................................ 89
Table 85: Process Share Definition screen .................................................................................. 91
Table 86: Process Share Overview screen ................................................................................... 91
Table 87: Alternative Parts Example .......................................................................................... 93
Table 88: Alternative Parts Example (cont.) ................................................................................ 93
Table 89: Alternative Group of Parts Example ............................................................................. 93
Table 90: Bill of Materials screen selection criteria ....................................................................... 95
Table 91: Bill of Materials report results ..................................................................................... 96
Table 92: Multi-level BoM Report selection criteria ....................................................................... 98
Table 93: Overview of node types and symbols ........................................................................... 99
Table 94: Overview of columns displaying details of the Multi-Level BOM ..................................... 101
Table 95: Split setup in the Bill of Materials screen .................................................................... 102
Table 96: Supply Bottom Up screen ......................................................................................... 102
Table 97: Setup of an alternative in the Bill of Materials screen (example).................................... 102
Table 98: Prioritized Flag in the Part-Depot Setup screen ........................................................... 103
Table 99: Set up of the Alt Group, Group ID and Split in the Part-Depot Setup screen ................... 103
Table 100: Supply Bottom Up Pegging screen ........................................................................... 103
Table 101: Setup of the alternative group in the Bill of Material screen ........................................ 104
Table 102: Alternative Grouping shown in Top Down Pegging Report ........................................... 105
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Table 103: Withdrawing/adding a component for the planning through alternative BOM ................. 105
Table 104: Process Replenishment Plan .................................................................................... 106
Table 105: Target Inventory screen selection criteria ................................................................. 108
Table 106: Target Inventory report results ............................................................................... 108
Table 107: Target Inventory report results ............................................................................... 108
Table 108: Target Inventory set up in the Target Inventory screen .............................................. 109
Table 109: Reflection of the Target Inventory in the Replenishment Report screen ........................ 110
Table 110: Calculation of Target Inventory ............................................................................... 110
Table 111: Days of Supply set up in the Target Inventory screen ................................................ 111
Table 112: Reflection of the Range of Coverage Target in the Replenishment Report screen ........... 111
Table 113: Replenishment Report ............................................................................................ 112
Table 114: Target Inventory screen ......................................................................................... 112
Table 115: Replenishment Report screen .................................................................................. 113
Table 116: Capacity Setup screen selection criteria.................................................................... 116
Table 117: Capacity Setup report results .................................................................................. 117
Table 118: Capacity Profile screen selection criteria ................................................................... 119
Table 119: Capacity Profile report results ................................................................................. 120
Table 120: Capacity Adjustment screen selection criteria ............................................................ 121
Table 121: Capacity Adjustment report results .......................................................................... 121
Table 122: Capacity Family screen selection criteria................................................................... 122
Table 123: Capacity Family report results ................................................................................. 122
Table 124: Capacity Setup screen............................................................................................ 123
Table 125: Limit of the capacity setup for FINAL_ASSEMBLY, weekly basis ................................... 123
Table 126: Limit if the capacity setup for FINAL_ASSEMBLY ........................................................ 124
Table 127: Setup of the Capacity Profile for the CM1 depot ......................................................... 125
Table 128: Capacity limits setup for CM1 depot, FINAL_ASSEMBLY, from 05/15/2010 until 05/26/2010
........................................................................................................................................... 125
Table 129: Capacity Adjustment screen .................................................................................... 125
Table 130: Capacity Requirements screen, Limits for the week ................................................... 126
Table 131: Capacity Family ..................................................................................................... 126
Table 132: Bill of Capacities selection criteria ............................................................................ 127
Table 133: Inverted Bill of Capacities selection criteria ............................................................... 127
Table 134: Bill of Capacity report results .................................................................................. 128
Table 135: Bill of Capacities screen, process with several capacities ............................................ 128
Table 136: Bill of Capacity, alternative capacity setup ................................................................ 129
Table 137: Price name definition ............................................................................................. 130
Table 138: Std Unit Price in Channel Workbench ....................................................................... 130
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Table 139: Std Unit Price on part-depot level ............................................................................ 131
Table 140: Cost name definition .............................................................................................. 133
Table 141: Unit Roll Up Cost definition ..................................................................................... 135
Table 142: Scenario1 setup in the Process Setup screen ............................................................ 138
Table 143: Scenario2 setup in the Process Setup screen ............................................................ 139
Table 144: Comparison of the scenarios in the Replenishment Report screen ................................ 139
Table 145: Margin Comparison of Scenario1 and Scenario2 in the Demand Commit screen ............. 140
Table 146: Customer Order selection criteria ............................................................................ 147
Table 147: Customer Order report results ................................................................................ 148
Table 148: Order Lock report results ........................................................................................ 150
Table 149: Shippable Forecast screen selection criteria .............................................................. 152
Table 150: Shippable Forecast report results ............................................................................ 153
Table 151: Additional Demand screen selection criteria .............................................................. 154
Table 152: Additional Demand report results ............................................................................ 155
Table 153: Inventory Reservation screen selection criteria.......................................................... 156
Table 154: Inventory Reservation report results ........................................................................ 156
Table 155: Inventory screen selection criteria ........................................................................... 158
Table 156: Inventory report results ......................................................................................... 159
Table 157: Inter Warehouse Transfer screen selection criteria ..................................................... 160
Table 158: Inter Warehouse Transfer report results ................................................................... 161
Table 159: Purchase Order selection criteria ............................................................................. 162
Table 160: Purchase Order report results ................................................................................. 163
Table 161: Work Order screen selection criteria ........................................................................ 164
Table 162: Work Order report results ....................................................................................... 165
Table 163: Firm Planned Order selection criteria ........................................................................ 167
Table 164: Firm Planned Order report results ............................................................................ 168
Table 165: Firm Supply selection criteria .................................................................................. 175
Table 166: Firm Supply report results ...................................................................................... 175
Table 167: Save Material Commit description ............................................................................ 179
Table 168: Material Commit - selection criteria ......................................................................... 181
Table 169: Material Commit - report results .............................................................................. 181
Table 170: Load Material Commit description ............................................................................ 185
Table 171: Load Material Commit into IWT ............................................................................... 185
Table 172: Save Capacity Commit description ........................................................................... 188
Table 173: Capacity Commit - selection criteria ......................................................................... 189
Table 174: Capacity Commit - report results ............................................................................. 189
Table 175: Load Capacity Commit dialog box - description ......................................................... 192
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Table 176: FC Type report results ............................................................................................ 195
Table 177: Forecast selection criteria ....................................................................................... 196
Table 178: Forecast report results ........................................................................................... 196
Table 179: Bucket to Date screen selection criteria .................................................................... 197
Table 180: Bucket to Date report results .................................................................................. 198
Table 181: FC Netting Overview screen selection criteria ............................................................ 199
Table 182: FC Netting Overview report results .......................................................................... 200
Table 183: FC Netting Details report results .............................................................................. 200
Table 184: Forecast Netting dialog box - description .................................................................. 204
Table 185: Input time series ................................................................................................... 205
Table 186: Resulting time series after netting ........................................................................... 205
Table 187: Channel Hierarchy Example .................................................................................... 206
Table 188: Gross Forecast Example Data .................................................................................. 207
Table 189: Customer Order Example Data ................................................................................ 208
Table 190: Net Forecast dialog box .......................................................................................... 208
Table 191: Shippable Forecast: resulting forecast after netting ................................................... 209
Table 192: Gross Forecast Example Data .................................................................................. 209
Table 193: Customer Order Example Data ................................................................................ 210
Table 195: Channel Mapping ................................................................................................... 211
Table 196: Channel Workbench ............................................................................................... 212
Table 197: Shippable Forecast ................................................................................................ 213
Table 198: Forecast screen ..................................................................................................... 214
Table 199: Customer Order screen .......................................................................................... 214
Table 201: Forecast screen ..................................................................................................... 215
Table 202: Forecast Classification dialog box - description .......................................................... 218
Table 203: Forecast Allocation dialog box - description ............................................................... 221
Table 204: Slice SFC dialog box - description ............................................................................ 225
Table 205: Create SFC dialog box - description ......................................................................... 229
Table 206: Primary Demand selection criteria ........................................................................... 230
Table 207: Primary demand report results ................................................................................ 231
Table 208: Create Primary Demand dialog box - description ....................................................... 236
Table 209: Customer Order with OI Group ................................................................................ 238
Table 210: Priority Mapping data fields ..................................................................................... 241
Table 211: Buttons description ................................................................................................ 246
Table 212: Priority assignment parameter ................................................................................ 247
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Table 214: Rules report results ............................................................................................... 249
Table 216: Adjust Primary Demand description ......................................................................... 253
Table 217: Create Firm Supply dialog box - description .............................................................. 256
Table 218: Constraint Based Planning settings description .......................................................... 262
Table 219: Delivery Synchronization Example ........................................................................... 263
Table 220: Delivery Synchronization - Complete Delivery ........................................................... 263
Table 221: Delivery Synchronization - Full Item ........................................................................ 263
Table 222: Delivery Synchronization -Proportional ..................................................................... 264
Table 223: Delivery Synchronization - Partial ............................................................................ 264
Table 224: Shopping Baskets Example ..................................................................................... 265
Table 225: Shopping Baskets Example (cont.) .......................................................................... 266
Table 226: Order Synchronization examples ............................................................................. 267
Table 227: Part Depot Setup screen ......................................................................................... 277
Table 228: Process Setup screen ............................................................................................. 277
Table 229: Part Depot Setup screen ......................................................................................... 278
Table 230: Process Setup screen ............................................................................................. 279
Table 231: Bill of Material screen ............................................................................................. 284
Table 232: Demand Bottom Up Pegging screen ......................................................................... 284
Table 233: Part-Depot screen ................................................................................................. 285
Table 235: Part-Depot setup screen ......................................................................................... 287
Table 236: Inventory screen ................................................................................................... 287
Table 238: PO Proposal screen ................................................................................................ 288
Table 242: Part-Depot setup screen ......................................................................................... 291
Table 243: Inventory screen ................................................................................................... 291
Table 246: Part-Depot screen ................................................................................................. 293
Table 247: Process Screen ...................................................................................................... 293
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Table 251: Reallocation dialog box description .......................................................................... 303
Table 252: Material Attribute report results .............................................................................. 310
Table 253: ICON-SCP Shortage Types ...................................................................................... 317
Table 254: Forecast Commit dialog box - description ................................................................. 319
Table 255: Icons description ................................................................................................... 328
Table 256: Status Bar description ............................................................................................ 329
Table 257: TDI Tab style ........................................................................................................ 329
Table 258: TDI Treeview style ................................................................................................. 330
Table 259: Tab theme ............................................................................................................ 332
Table 260: File formats .......................................................................................................... 355
Table 261: Pivot Setup description .......................................................................................... 362
Table 262: Calculator - Row Statistics description ...................................................................... 363
Table 263: Information Subscreen statistics description ............................................................. 365
Table 264: Information Subscreen layout description ................................................................. 365
Table 265: AutoFit Columns options ......................................................................................... 366
Table 266: Print Settings description ........................................................................................ 368
Table 267: Client Parameter description ................................................................................... 371
Table 268: Server Parameter description .................................................................................. 372
Table 269: Prioritization parameter description ......................................................................... 372
Table 270: NP-Code default value description ........................................................................... 373
Table 271: User Account Properties ......................................................................................... 375
Table 272: Report Repository buttons functionalities .................................................................. 383
Table 273: Manage auxiliary fields screen - button functionalities ................................................ 384
Table 274: Implicit data type conversions ................................................................................. 390
Table 275: Report Wizard options ............................................................................................ 406
Table 276: Custom Filter Objects and their definitions ................................................................ 413
Table 277: Navigation bar description ...................................................................................... 416
Table 278: Button description ................................................................................................. 419
Table 279: Active Sessions - definition ..................................................................................... 421
Table 280: Active Users - definition ......................................................................................... 422
Table 281: Service Response screen - selection criteria .............................................................. 422
Table 282: Service Response screen - description ...................................................................... 423
Table 283: Memory Usage - description.................................................................................... 424
Table 284: Memory Usage - report results ................................................................................ 425
Table 285: Inbound Interface Status - description ..................................................................... 426
Table 286: Outbound Interface Status - description ................................................................... 427
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Table 287: Dictionary screen selection criteria ........................................................................ 429
Table 288: Dictionary screen - report results ............................................................................ 429
Table 289: Dictionary screen selection criteria ........................................................................ 430
Table 290: Dictionary screen - report results ............................................................................ 430
Table 291: Log Table selection criteria ..................................................................................... 431
Table 292: Log Table report results ......................................................................................... 431
Table 293: Subscreen Customizing - Overview of buttons functionalities ...................................... 433
Table 294: Label size examples ............................................................................................... 441
Table 295: Change Type - Edit ................................................................................................ 442
Table 296: Change Type - Dropdown ....................................................................................... 443
Table 297: Change Type - String ............................................................................................. 445
Table 298: Drop-down Access description ................................................................................. 452
Table 299: Drop-down filter properties ..................................................................................... 453
Table 300: Management Dashboard Report selection criteria ...................................................... 460
Table 301: Management Dashboard report results ..................................................................... 461
Table 302: Lateness Prio Map selection criteria ......................................................................... 465
Table 303: Lateness Prio Map - report results ........................................................................... 466
Table 304: Demand Commit selection criteria ........................................................................... 469
Table 305: Demand Commit Setup .......................................................................................... 471
Table 306: Demand Commit report result ................................................................................. 471
Table 307: Ack Date Report selection criteria ............................................................................ 475
Table 308: Ack Date report results .......................................................................................... 477
Table 309: Delivery Plan selection criteria ................................................................................ 479
Table 310: Delivery Plan report results ..................................................................................... 481
Table 311: Graphical Pegging Report - report results ................................................................. 485
Table 312: Top Down Pegging Report selection criteria .............................................................. 487
Table 313: Top Down Pegging report results ............................................................................. 488
Table 314: Push Short Alert Report selection criteria .................................................................. 491
Table 315: Push Short Alert report results ................................................................................ 494
Table 316: Demand Bottom Up Pegging Report selection criteria ................................................. 496
Table 317: Demand Bottom Up Pegging report results ............................................................... 497
Table 318: Demand Report - selection criteria ........................................................................... 499
Table 319: Demand Report report results .............................................................................. 499
Table 320: Demand Flow Report selection criteria...................................................................... 500
Table 321: Demand-Flow Report ............................................................................................. 501
Table 322: Pegging Report - selection criteria ........................................................................... 503
Table 323: Pegging Report report results ............................................................................... 504
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Table 324: Pick List Report selection criteria ............................................................................. 505
Table 325: Pick-List Report ..................................................................................................... 506
Table 326: Locked Orders report results ................................................................................... 510
Table 327: Replenishment Report selection criteria .................................................................... 515
Table 328: Demand Commit Setup .......................................................................................... 516
Table 329: Replenishment report results .................................................................................. 516
Table 330: Replenishment Report - report results ...................................................................... 518
Table 331: Replenishment Proposals Report selection criteria ..................................................... 520
Table 332: Replenishment Proposals - report results .................................................................. 522
Table 333: Replenishment WO Detail Report selection criteria ..................................................... 524
Table 334: Replenishment WO Detail report results ................................................................... 525
Table 335: Process Replenishment Plan selection criteria ............................................................ 527
Table 336: Process Replenishment Plan report results ................................................................ 528
Table 337: Graphical Inventory Report - selection criteria........................................................... 530
Table 338: Graphical Inventory Report - report results ............................................................... 531
Table 339: Supply Bottom Up Pegging Report selection criteria ................................................... 536
Table 340: Supply Bottom Up Pegging report results ................................................................. 537
Table 341: Supply Report - selection criteria ............................................................................. 539
Table 342: Supply Report reporting results ............................................................................ 540
Table 343: WOP Detail Report - selection criteria ....................................................................... 541
Table 344: WOP Detail report results .................................................................................... 542
Table 345: Example Bill of Materials ........................................................................................ 542
Table 346: Example Bill of Capacities ....................................................................................... 542
Table 347: Example Supply .................................................................................................... 543
Table 348: Example Demand .................................................................................................. 543
Table 349: Example Consumption ........................................................................................... 543
Table 350: Example WOP Detail .............................................................................................. 544
Table 351: Requirement Report - selection criteria .................................................................... 546
Table 352: Requirements Report ............................................................................................. 546
Table 353: Proposal Report selection criteria ............................................................................. 547
Table 354: Proposal report results ........................................................................................... 549
Table 355: IWT Proposal Report selection criteria ...................................................................... 552
Table 356: IWT Proposal report results .................................................................................... 553
Table 357: WO Proposal report result ....................................................................................... 556
Table 358: WO Proposal report results ..................................................................................... 557
Table 359: Examples for Increase Order Action ......................................................................... 562
Table 360: Order Actions ........................................................................................................ 562
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Table 361: Change Order Proposal Report selection criteria ........................................................ 563
Table 362: Change Order Proposal report result ........................................................................ 564
Table 363: Shortage Excess Report selection criteria ................................................................. 567
Table 364: Shortage Excess overview - report result .................................................................. 570
Table 365: Shortage Excess details - report results ................................................................... 572
Table 366: Backlog FGI Report selection criteria ........................................................................ 576
Table 367: Backlog FGI report results ...................................................................................... 577
Table 368: Memo report selection criteria ................................................................................. 579
Table 369: Memo report results .............................................................................................. 579
Table 370: Capacity Requirements Report selection criteria ........................................................ 583
Table 371: Capacity Requirements report results ....................................................................... 584
Table 372: Capacity Utilization Report selection criteria .............................................................. 587
Table 373: Capacity Utilization Setup ....................................................................................... 588
Table 374: Capacity Utilization report results ............................................................................ 589
Table 375: Consumption Report - selection criteria .................................................................... 590
Table 376: Consumption Report report results ........................................................................ 591
Table 377: Manage Scenarios - report results ........................................................................... 596
Table 378: Manage Scenarios - buttons functionalities ............................................................... 596
Table 379: Create Scenario - report results .............................................................................. 597
Table 380: Manage Scorecards general view report results ...................................................... 609
Table 381: Manage Scorecard - general view buttons functionality .............................................. 610
Table 382: New Scorecard - report results ................................................................................ 610
Table 383: Manage Scorecards scorecard detail view report results ........................................... 614
Table 384: Manage Scorecard scorecard detail view buttons functionality .................................. 614
Table 385: Add KPI / Change KPI dialog box description .......................................................... 616
Table 386: KPI Filter .............................................................................................................. 617
Table 387: View Scorecard - selection criteria ........................................................................... 619
Table 388: View Scorecards report results ............................................................................. 620
Table 389: Material Environment - retrieving data ..................................................................... 661

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2012 by icon-scm Glossary | 1
Glossary
AD
Abbreviation for Additional Demand.
Additional Demand
Additional Demands represent demands, which are not (yet) in the books, meaning that
neither a customer order nor a forecast quantity exists. They can be used for modelling
special situations (such as promotions or special deals) or driving supply requirements
without real demands.
Furthermore, additional demands are frequently used as demand input for What-if
simulations. By entering an Additional Demand and re-planning, a planner can easily
determine if and when on-top demands are feasible and ready to deliver.
Additional Demand can be entered in the Material Environment Window.
Arrival Date
For Expected Receipts, specifies when the Material is available. The supply from the
expected receipt is considered available for the corresponding planning period. If the arrival
date is a non-working day, the supply will be available at the next working day.
BOM
Abbreviation for Bill of Material.
A BOM describes a product in terms of its assemblies, subassemblies and basic components.
A BOM is hierarchical.
Bill of materials (BOM) is a list of the raw materials, sub-assemblies, components, parts and
the quantities of each needed to manufacture an end item (final product)
BTO
Abbreviation for Build to Order.
Build to order, often abbreviated as BTO and sometimes referred to as make to order (MTO),
is a production approach where once a confirmed order for products is received, products
are built. BTO is the oldest style of order fulfilment and is the most appropriate approach
used for highly customised or low-volume products. As BTO Products are made in relation to
orders, they typically carry no inventory.
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BTS
Abbreviation for Build to Stock.
Build to stock, or make to stock, often abbreviated as BTS or MTS, is a build-ahead
production approach in which production plans are based on information of historical
demand, along with sales forecast information. BTS is typically what people associate with
the industrial revolution mass production techniques, where in anticipation of demand vast
quantities of goods are produced and stocked in warehouses
Bucket Size
Bucket Size specifies the number of working days in the respective Planning Period.
Business Calendar
The business calendar defines business weeks, months, quarters and years which are
typically aligned to fiscal periods of the organization.
CBP
Abbreviation for Constraint Based Planning.
CBP takes the unconstrained planning approach one step forward, considering the
constraints of parts and capacities. If a part or capacity is set to constrain the plan, it will not
"overbook" any more. Instead, the material or capacity will only be scheduled once the
specific constraint is resolved, e.g. after the external lead time.
Channel
Channels represent either sales channels or customers. The information is typically attached
to customer orders and forecast. Channels can also be arranged hierarchically.
SAP term: Customer
CO
Abbreviation for Customer Orders.
CTB
Abbreviation for Clear to Build.
CTB is a process that performs a material check before orders are released to production.
ICON-CTB will net out released orders and respective inventory from the planning system.
CTO
Abbreviation for Configure to Order.
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Configure to Order, often abbreviated as CTO, is a production approach where products are
configured or assembled to meet unique customer requirements, e.g. Computers
Current Date
Starting Date for the Planning Period. The first day of the Planning Period is the first working
day equal to or following Current Date. This Current Date can also be a date in the past.
Customer Orders
Customer Orders from the Execution System, is an order received by a business from a
customer. A Customer Order may be for products and/or services.
The Customer Order input data can be reviewed in the Material Environment Window.
Demand
Demand represents the driving element in Demand-Supply Matching. Different demand
types are (input): Customer Order, Forecast, Additional Demands or Inventory Reservations.
Demands can also arise from inventory targets, e.g. minimum inventory, or other planning
parameters, such as lot sizes.
In planning, Demand is considered the sum of Primary Demand and Secondary Demand.
Depot
The depots are elements of the supply chain structure that represent locations where
materials are procured, transformed, stocked and/or distributed, such as manufacturing
plants, distribution centers or vendor hubs. A depot is a logical entity and not necessarily
needs to refer to a physical site. The depot is a mandatory attribute to any demand and
supply within the model.
Fixed supply connections can be defined between Depots.
SAP term: Location
Discontinued parts
These are understood as parts which are being replaced by others. The new parts are called
Roll-in Parts, and can be entered in the Part Data in the Default Sub-window.
EAD
Abbreviation for Earliest Acceptance Date.
Earliest date a customer accepts a delivery, also known as ERD (Earliest Requested Date).
EMCD
Abbreviation for Earliest Material Consumption date.
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It is the earliest date when material is consumed of all components required to build a
product.
ERD
Abbreviation for Earliest Requested Date. It is the earliest date, when a customer accepts a
delivery. Also known as Earliest Acceptance Date (EAD).
Exec WSD
The Exec WSD schedule describes the replenishment ICON-SCP worked out at work order
start date (WSD).
Executable Work Orders
Work Orders in the Proposed Schedule, which can be executed at the particular time from
the material point of view. There is no check on whether there is sufficient capacity on the
Production Line at the time of execution, unless the Capacity Check is activated.
Execution Systems
Systems with which ICON-SCP exchanges data (opposed to planning systems).
Expected Receipts
Expected Receipts are planned receipts. They include the sum of the planned goods receipts
from firm supply, such as POs, IWTs or Proposals.
FC
Abbreviation for Forecast.
Feasible Schedule
The Feasible Production plan is determined from the Proposed Schedule taking into account
the Material and Capacity Availability. The capacity is only checked if the Capacity Check is
activated.
FGI
Abbreviation for Finished Goods Inventory.
This refers to the inventory at end of a period.
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Fill or Kill (FoK)
The term 'Fill or Kill' (FOK) is introduced by traders in the stock market to identify the option
to buy or sell financial products immediately or not at all. A similar requirement has also
become more popular in the Consumer Goods industry. FOK products have in common that
they have to be sold quickly at relatively low cost. Also the high volume of sales orders
makes it essential to avoid the need to handle backorders in case of stock shortages.
Therefore, the demand needs to be satisfied in a certain timeframe otherwise it will expire.
ICON-SCP has introduced the Expire Date on demand level, in order to free up the
allocated supply for other demands.
Firm Planned Order
A firm planned order (FPO) defines a receipt of material without revealing how or from whom
the material will be received. Firm planned orders therefore are process-unspecific. Solely
the material, quantity and the expected receipt date are known and fixed, but there is no
information whether the material should be procured, produced or transferred from another
depot.
Firm Supply
Firm supply refers to expected material receipts that originate from either Firm Planned
Orders, Inter Warehouse Transfers, Purchase Orders or Work Orders. Firm Supply is the
supply side equivalent of Primary Demand and is generated using the Create Firm Supply
command. Apart from its origin, Firm Supply is characterized by its Scheduled Date and its
Reserve Flag. The Scheduled Date is the anticipated date of arrival but may not be met if
e.g. it is sent late from the supplier. The Reserve Flag can take the values Both, Material,
Capacity and None. It refers to the resource and material reservations that still need to
be done in order to further process the orders. If material needs to be reserved, at least lead
time plus follow up time passes until it becomes available. If capacity needs to be reserved,
times according to the Bill of Capacities setup pass until material is available. According to
the process model, capacity reservations become effective at the receiving depot and add to
the time due to material reservations. Consequently, None implies that material supplied
by a firm order will be available at the Scheduled Date notwithstanding Calendar deferrals.
Follow-Up Time
The time (in days) that normally elapses in a production process after capacity is booked
(see also LT).
Forecast
Planned sales volume.
Frozen Period
The frozen period is a process attribute that determines the period of time during which
expected receipts are limited to already firm orders. Planning will not create (propose) new
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process instances. For example, for a procurement part, planning would not create any PO
Proposals and for an end product, planning would not propose any WO proposals within the
frozen period.
icon-SCC
Name of the icon-scm Collaboration System. SCC is short for Supply Chain Collaboration.
The icon-SCC enables collaboration among all the stakeholders providing visibility to demand
changes and allowing integration of up-to-date supply information back to ICON-SCP for a
closed loop planning process.
ICON-SCP
Name of the icon-scm Planning System. SCP is short for Supply Chain Planning.
The ICON-SCP is a system that integrates procurement, production and distribution planning
into one powerful tool, offering the flexibility needed for fast, accurate planning or re-
planning. ICON-SCP plans production well into the future and considers all inventory
shortages or other critical situations. ICON-SCP always preserves the original demand
pattern while a feasible plan is calculated on given constraints. This is very different from
ERP systems, which usually delay the production and procurement processes while
considering constraints.
Inter Warehouse Transfer
In determining the supplier, Routing Information which was stored in the MPS Supply Chain
is evaluated. If parts are routinely obtained or can be balanced from another Depot, ICON-
SCP generates IWT (Inter Warehouse Transfer) Proposals for the Expected Receipts instead
of PO Proposals. These delivery requests are transferred to a separate output file and can be
output via the IWT Proposals Report.
The receiving Depots IWT Proposal generates demand in the delivery Depot LT working days
before the arrival date. The corresponding Expected Receipt in the receiving Depot is
adjusted if the delivery Depot is unable or only partially able to deliver. For parts which are
produced in the delivery depot an additional workday is added to the transfer time.
For Expected Receipts from binding IWTs which are passed over the interface, no demand is
generated in the delivery Depot, as the stock has already been debited in the delivery
Depot. As soon as the stock is entered in the receiving Depot, the corresponding binding
IWT is automatically deleted in the Execution System.
SAP term: Stock Transfer Order
Inventory Reservations are a planning feature to simulate a withdrawal of inventory without
primary or secondary demand. Inventory reservations will take precedence on any other
demand. They can be used to model negative starting inventory.
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IR
Abbreviation for Inventory Reservations.
IWT
Abbreviation for Inter Warehouse Transfer.
SAP term: Stock Transfer Order
LCL
Abbreviation for Lower Control Limit: Dynamic Minimum Inventory Level
The minimum safety stock expressed in WOS (weeks of supply). The buyer enters LCL.
LFD
The inventory at the Latest Feasible Date displays the inventory if all inward stock
movements take place as late as possible provided that all demand can be accommodated
on time.
The Latest Feasible Date is calculated from the independent top-level demand considering
the lead time and follow-up time. Depending on the calendar settings this considers working
days only or all calendar days including non-working days.
LT
Abbreviation for Lead Time.
The time (in days) that normally elapses to perform a process such as production, stock
transfer or purchase. For all process types (production, stock transfer, purchase) LT
describes the time before capacity is booked (see also Follow-up Time).
Material Requirements
Material Requirements contains the planned issues from Primary Demand and Secondary
Demand of Executable Work Orders, into which the part goes. Additional requirements arise
from Depot supply connections, if the current Depot serves as supply Depot for other
Depots.
MRP
Abbreviation for Material Requirements Planning.
MRP calculates and maintains a manufacturing and material plan based on master
production schedules, sales forecasts, inventory status, open orders and bills of material.
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MTD
Abbreviation for Month to Date.
Non-Executable Work Orders
Work Orders in the Proposed Schedule which cannot be executed at the desired time,
because the available component stock or the capacity is insufficient at the Proposed Date.
Non-Executable Work Orders can also arise if free WOs to cover demand are proposed within
the frozen zone.
OH
Abbreviation for On Hand.
OO
Abbreviation for Open Order.
Overdue
Overdue Orders. POs which are more than OVERDUE_PO working days, Overdue are no
longer taken into account in Planning.
Part
The parts are elements of the supply chain structure that represent materials that flow
through a supply network, like finished goods, raw materials or subassembly parts. The part
is a mandatory attribute to any demand and supply within the model.
SAP term: Product
Part-Depot
Depot specific parts
SAP term: Location Product
PCD
Abbreviation for Product Completion Date.
It is the date of completion of a work order. PCD is the sum of Product Start Date (PSD),
Lead Time and Follow-Up Time.
PDD
Abbreviation for Primary Demand Delivery.
__________________________________________________________________________________
__________________________________________________________________________________
Describes the delivered quantity of any of the following primary demands: Customer Orders
(CO), Forecasts (FC), Additional Demands (AD), Inventory Reservations (IR)
Planning Periods
For days on which no work is done according to the Production Calendar, there are no
entries. In the display of weeks and months (Bucket Size > 1), the first associated working
day is shown as the Planning Period.
PO
Abbreviation for Purchase Order.
Primary Demand
The Primary Demand is made up of direct Customer Orders and the Shippable Forecasts for
the Part.
Process Types
Processes define how parts can be replenished in case of demand exceeding supply or if an
inventory buffer is desired. Thereby processes connect various locations within the supply
chain and eventually define the scope of the planning model. ICON-SCP distinguishes three
process types:
Production: Definition of a production process
Supplier: Definition of an external supplier relationship
Depot: Definition of a Supply Chain (link between two depots)
SAP term: Stock Transfer
Production Line
Production lines can be represented as capacities in ICON-SCP.
Production Time
The production time in workdays can be defined for products in the depot specific parts
window. It corresponds to the value in column LT for entries with Process Production.
If a production time is specified, all components must be available LT working days before
the execution date of the work order. If this date lies before start date for planning the work
order can only be executed if all required components can be taken from inventory.
Proposals
ICON-SCP determines Production and Purchasing Proposals, which can be retrieved by the
planner in the proposal window or via reports.
__________________________________________________________________________________
__________________________________________________________________________________
Proposed Schedule
The proposed schedule describes a replenishment plan considering the ideal schedule and
firm supply (PO, IWT, WO, FPO)
PO Proposals
From the comparison of supply, material requirements and target inventory, further (free)
Purchase Order Proposals are generated.
Defaults for the Order Quantity are taken into account. These defaults (Min Order
Quantity, Mult Order Quantity) can be managed in ICON-SCP on part-depot-process level.
Reserve Flag
A flag that refers to Firm Supply by indicating the progress status of firm supply orders . It
denotes the type of reservations that still have to be done before the Firm Supply order can
be completed. Possible values are None, Material, Capacity and Both. See also under
Firm Supply.
ROC
Abbreviation for Range of Coverage.
The Range of Coverage is a dynamic approach to achieve defined stock levels, which is
defined in terms of time. This can either be days (Days of Supply) or weeks (Weeks of
Supply). The Range of Coverage defines the number of periods in days or weeks of demand
that shall be covered by the current absolute stock level. Therefore, the absolute safety
stock level is both a function of demand and the defined range.
RTP
Abbreviation for Release to Production.
RTP is a process that performs a material check before orders are released to production.
ICON-RTP sets maximum priority for released orders to allocate respective inventory in the
planning system.
SCX
Abbreviation for Supply Chain Execution.
SCX describes a set of processes for Order Fulfilment such as RTP (Release to Production)
and CTB (Clear to Build).
Secondary Demand
The Secondary Demand results from the Proposed Schedules of the systems which use the
Part. For finished products, it is always 0.
__________________________________________________________________________________
__________________________________________________________________________________
In the transfer of the Secondary Demands from the systems to the components, the Lead
time is taken into account.
SFC
Abbreviation for Shipment Forecast.
Shipment Forecast
Planned delivery quantity for Forecasts. The part- and depot-specific Shipment Forecast is
determined with the Demand Pre-Processing steps Forecast Netting, Classification,
Allocation and Slicing.
Shippable Forecast
cf. Shipment Forecast.
Shortage
Shortages may occur on material and/or capacity.
A material shortage is a situation when component supply does not fulfil ideal component
demand (see LFD) thus causing a backlog. Material Shortage types are Hard, Soft,
Potential, Response Time and Late FSO.
A capacity shortage is a situation when ideal capacity consumption exceeds capacity
availability.
SKU
Abbreviation for Stock Keeping Unit.
SOH
Abbreviation for Stock on Hand.
Supplier
Supplier for a Part.
Supply Chain
Standard supply connection between Depots. This has the effect of transferring the demand
from the receiving Depot to the supply Depot, IWT-Proposals being generated to cover the
demand.
__________________________________________________________________________________
__________________________________________________________________________________
System Date
Date, which is equal to the date set on the machine, where the ICON-SCP application is
installed. If chosen, this date is used as Planning Date
Target Deviation
cf. Target Inventory Deviation.
Toolbar
Contains icons for direct execution of program functions. By default, the Toolbar is arranged
on the left edge of the application screen.
UCL
Abbreviation for Upper Control Level: Dynamic Maximum Inventory Level.
The maximum safety stock expressed in WOS (weeks of supply).
WCD
Abbreviation for Work order Completion Date.
This is the date when the finished goods are booked. It is included in the executable
schedule, representing a feasible plan which takes into account material shortages and
production capacity problems.
Weeks of Supply
Number of weeks for which the stock is sufficient to cover the demand. Preset in ICON-SCP
as a target value for calculating the Target Inventory, and shown in Inventory Development
for the actual Weeks of Supply as range.
In calculating the range of the stock, 5 working days are taken per Week of Supply. In
calculating actual WOS, the procedure varies depending on the value of FGI ( t ):
FGI ( t ) > 0
Specifies how many weeks the current stock will meet demand if there are no receipts. For
end products, the sum of COs and SFC is taken as demand; for components, the Material
Requirements.
FGI ( t ) < 0
Specifies how many weeks it will take until a stock of 0 is reached again with the planned
receipts and issues. In the issues for end products and components the direct SFC are not
taken into account (only customer orders or Material Requirements).
__________________________________________________________________________________
__________________________________________________________________________________
WO
Abbreviation for Work Orders.
WOS
Abbreviation for Weeks of Supply.
WSD
Abbreviation for Work order Start Date.
It can be Execution or Needed/Latest Feasible Date and represents the date when the
components are consumed.

__________________________________________________________________________________
__________________________________________________________________________________
2012 by icon-scm Index | 1
Index
A
Access ................................................... 450
Access Security Settings ........................... 450
Ack Date Report ...................................... 472
Activate Scenario .................................... 600
Active Sessions ....................................... 420
Active Users ........................................... 421
Add KPI / Change KPI .............................. 614
Add/Remove Columns .............................. 435
Additional Demand .................................. 153
Adjust Primary Demand ........................... 252
Adjusting the Capacity Profile.................... 117
Admin Tools (SysAdmin) .......................... 369
Allocation Planning ..................................... 2
Alternative Parts Sourcing by Priority ......... 102
Alternative Sourcing of In-House vs. Out-
Sourced Capacity or Supply ..................... 87
Arranging Channels into Hierarchy ............... 39
Assembly With Alternative Production
Operations With Different Capacities ......... 86
Auto fit Column ....................................... 366
Auxiliary Columns .................................... 395
Auxiliary Fields ........................................ 383
B
Backlog FGI Report .................................. 575
Basic BoM ................................................. 91
Batch Updates......................................... 352
Best Practices ........................................... 17
Bill of Capacities ...................................... 127
Bill of Capacity ........................................ 126
Bill of Materials ......................................... 94
Bill of Materials / Material Usage.................. 91
Bucket to Date ........................................ 196
Business Calendar .............................. 10, 420
C
Calculate Release Status .......................... 307
Calculator ............................................... 362
Calendar Setup ......................................... 30
Calendar Workbench .................................. 26
Capable to Promise...................................... 2
Capacities .............................................. 113
Capacity Adjustment ........................ 120, 125
Capacity Family ............................... 121, 126
Capacity Profile ................................ 119, 124
Capacity Requirements Report .................. 580
Capacity Setup ................................ 116, 122
Capacity Utilization Report ....................... 586
Capacity Workbench ................................ 114
Change Colors ........................................ 445
Change Dynamic Menu ............................ 376
Change Label .......................................... 439
Change Order Proposal Report .................. 558
Change Protection ................................... 447
Change Rank .......................................... 618
Change Scorecard ................................... 610
Change Type .......................................... 441
Change Update Settings ........................... 449
Change Visibility ..................................... 448
Changing the Menu Display Mode .............. 327
Changing the password ............................ 324
Changing the Position of the TDI Tab ......... 329
Changing the Selected Navigation ............. 416
Changing the Style of the TDI Tab ............. 329
Changing the Style of the TDI Treeview ..... 330
Changing the Tab Theme ......................... 332
Changing the TDI Theme ......................... 330
Changing the TDI Toolbar Position ............. 328
__________________________________________________________________________________
__________________________________________________________________________________
Channel Mapping ....................................... 40
Channel Workbench ................................... 38
Channel/Customer Relationship ................... 43
Channels .................................................. 37
Clearing the Business Calendar ................... 14
Clone Scorecard ...................................... 611
Cloning a Navigation ................................ 417
Closing ICON-SCP.................................... 325
Collapse/Expand Columns......................... 436
Columns ................................................. 439
Command Wizard .................................... 401
Communicator ........................................ 375
Compare Scenarios .................................. 603
Compare Scenarios with Scorecards........... 604
Comparison Reports ................................ 603
Computed Columns ................................. 388
Conditional Join ....................................... 387
Configured Business Processes / Named
Services .............................................. 456
Constraint-Based Planning ........................ 257
Constraints ............................................. 257
Consumption Report ................................ 590
Copying All Data ...................................... 357
Cost and Price Model ................................ 129
Costs Calculation ..................................... 132
Create Firm Supply .................................. 254
Create Primary Demand ........................... 234
Create Scenario....................................... 597
Create Scenario Example .......................... 598
Create Scorecard ..................................... 610
Create Shippable Forecast ........................ 227
Creating a New Command ........................ 402
Creating a new Navigation in Short ............ 416
Creating a New Report ............................. 406
Creating a Pivot Table .............................. 360
Creating a Working Calendar ...................... 28
Creating Business Calendar ........................ 12
Custom Filter ................................... 403, 409
Customer Order ...................................... 146
Customer Order Due Date ........................ 238
Customer Orders ..................................... 146
Customer Requested Date vs.
Acknowledgement Date ......................... 238
Customer Setup ........................................ 37
D
Deactivate Scenario ................................. 600
Default Business Calendar as GREGORIAN_US
............................................................ 19
Default Business Calendar as ISO ................ 20
Default Filter / Sort Mode ......................... 437
Defining a Filter Statement with the Filter
Dialog ................................................. 344
Defining a Query Statement with the Query
Builder ................................................ 343
Delete KPI .............................................. 617
Delete Scenario....................................... 599
Delete Scorecard ..................................... 611
Deleting a Navigation .............................. 417
Deleting a Working Calendar ...................... 29
Deleting Business Calendar ........................ 13
Deleting Data Rows ................................. 349
Delivery Plan Report ................................ 478
Delivery Synchronization (Order Partialling) 262
Delivery Workbench ................................ 482
Demand Bottom Up Pegging Report ........... 494
Demand Commit Report ........................... 467
Demand Flow Report ............................... 499
Demand Pre-Processing ........................... 194
Demand Pre-Processing Steps................... 200
Demand Report ....................................... 498
Demand Reports ..................................... 457
Depot Family ............................................ 34
__________________________________________________________________________________
__________________________________________________________________________________
Depot Process (Transfer or Supply Chain
Process) ................................................ 80
Depot Processes: Transfer or Supply Chain
Processes .............................................. 64
Depot Setup ............................................. 32
Depots ..................................................... 32
Determination of Customer Order Due Date 238
Dictionary ............................................... 427
Discard Changes ..................................... 354
Discard Row ........................................... 350
Dock and Undock Screens ........................ 332
Drop-down Access ................................... 452
E
Earliest Requested Date ........................... 239
Effective Dates in the BoM .......................... 94
Effects of the Planning Horizon on the Planning
Results .................................................. 14
Elements of the ICON-SCP Screen ............. 325
Enhanced User Input ............................... 351
Enter Login Credentials ............................ 324
Example Business Processes ........................ 2
Excel Template........................................ 414
Expert Mode ........................................... 438
External Commits .................................... 175
External Dropdowns ................................. 454
F
FC Netting Based on Planning Grid ............. 207
FC Netting Overview ................................ 198
FC Netting Using Channel Hierarchy ........... 209
FC Type ................................................. 194
File Formats ............................................ 354
Fill or Kill (Expire Date) ............................ 240
Filling a Column ...................................... 350
Filling a Column with the Fill Column Tool ... 351
Filter Dialog ............................................ 344
Filter Selection ................................. 403, 408
Find Tool ................................................ 365
Firm Planned Order ................................. 166
Firm Supply ..................................... 168, 173
Forecast .......................................... 151, 195
Forecast Allocation .................................. 219
Forecast Classification .............................. 216
Forecast Commit ..................................... 317
Forecast Netting ...................................... 202
Forecast Slicer ........................................ 223
Formula Builder Function .......................... 390
Formula Builder Operations ...................... 394
Frozen ..................................................... 66
Further Tools .......................................... 359
G
General Approach of Prioritization of External
Demand .............................................. 243
General Purpose of ICON-SCP ....................... 1
Getting Information about an Open Window 363
Graphical Inventory Report....................... 529
Graphical Pegging Report ......................... 483
Graphical View ........................................ 620
Gross and Net Demand ............................ 146
Grouping and Alternatives ........................ 128
H
Hard Allocation (ERP Logic) ................. 270
I
icon-scm Process Steps ............................ 258
Import File Dialog Box ............................. 359
Inbound Interface Status ......................... 425
Independent Demand .............................. 145
Independent vs. Dependent Demand ......... 145
In-house Consumption ............................. 271
In-house Consumption Best practices ..... 282
__________________________________________________________________________________
__________________________________________________________________________________
In-house Consumption Top Alternative and
Sub-Components Level .......................... 289
In-house Consumption Top Alternative and
Sub-Components Levels ........................ 286
In-house Consumption - Top Alternative Level
.......................................................... 284
In-house Consumption With Jump Over
Alternative Components ........................ 288
Inhouse Consumption With Jump over BoM 283
In-house Consumption With Pull Flag ......... 292
Inhouse Flag ........................................... 272
Initial State without In-house Consumption 288
Initial State Without In-house Consumption 283
Inserting New Data Rows ......................... 347
Installing ICON-SCP ................................. 320
Inter Warehouse Transfer ......................... 159
Introduction ............................................... 1
Inventory ............................................... 157
Inventory Channels / Target Inventory ....... 106
Inventory Reservation .............................. 155
Inventory Reservations ............................ 155
IWT Proposal Report ................................ 550
J
Joined Columns ....................................... 396
Jump Over Alternative Components ........... 275
Jump Over Bill of Material ......................... 273
K
Key Performance Indicators (KPIs) ............ 607
L
Lateness Prio Map ................................... 462
Lead Time and Follow Up Time .................... 67
Length of Strings ..................................... 348
LFD Calculation ....................................... 281
List Selection Tool ................................... 338
Load Capacity Commit ............................. 190
Load Material Commit .............................. 181
Loading a Report in Excel ......................... 357
Loading Data from a File .......................... 358
Loading Stored Queries, Filters, and Sorts .. 346
Locate the INI-File................................... 322
Locked Orders Report .............................. 506
Locking a Part ........................................... 57
Locking an Order ..................................... 150
Log Table ............................................... 430
Logging into ICON-SCP ............................ 322
M
Maintain Custom Filter ............................. 403
Maintaining and Editing Data .................... 347
Manage Columns ..................................... 385
Manage Scenarios ................................... 595
Manage Scorecards ................................. 608
Manage Scorecards - Detail View .............. 612
Manage Scorecards - General View ............ 609
Management Dashboard Report ................ 458
Margin Reporting ..................................... 135
Master Data ................................................ 6
Material Attribute Screen .......................... 308
Material Requirements Planning ................ 295
Memo Report .......................................... 578
Memory Usage ........................................ 423
Menu Administration ................................ 376
Menu Bar ............................................... 326
Menu Configuration ................................. 375
Menu Group Access ................................. 381
Menu Selection ....................................... 376
Menu Settings ......................................... 379
Mix of Processes........................................ 83
Mix of Processes (e.g. Make-or-Buy) ............ 65
Modeling Bill of Capacity .......................... 128
Modeling Bill of Materials .......................... 101
__________________________________________________________________________________
__________________________________________________________________________________
Modeling Capacities ................................. 122
Modeling Channel Standard Unit Price .......... 46
Modeling Channels ..................................... 42
Modeling Channels as Geographical Regions . 44
Modeling Channels as Product Classes
Hierarchically ......................................... 45
Modeling Costs ........................................ 137
Modeling Days of Supply (ROC Target) ....... 110
Modeling Depot Family ............................... 36
Modeling Depot Names as Calendars ............ 32
Modeling Depots ........................................ 35
Modeling Effective Dates in the Bill of Materials
.......................................................... 105
Modeling Linear Distribution of Netted Forecast
.......................................................... 214
Modeling of Substitutes or Component
Alternatives ......................................... 101
Modeling Parts .......................................... 58
Modeling Planning Horizon and Business
Calendar ................................................ 14
Modeling Processes and Process Shares ....... 78
Modeling Regional Depot Family .................. 36
Modeling Roll-Up Costs ............................. 141
Modeling Substitutes or Alternative Groups . 104
Modeling Suppliers .................................... 61
Modeling Target Inventory ........................ 109
Modeling Target Inventory (Min Inv) .......... 109
Modeling Target Inventory (Min Inv) With Days
of Supply (ROC Target) ......................... 112
Modeling Working Calendars ....................... 30
Modifying Business Calendar ....................... 13
Monthly Planning ....................................... 14
Monthly Planning with Calendar Type 4-4-5 .. 21
Monthly Planning with Calendar Type
GREGORIAN ........................................... 25
Multi-level BOM ......................................... 97
Multi-Level BoMs ....................................... 92
Multiple Order Quantity .............................. 65
N
Navigation Wizard ................................... 415
New Command ....................................... 402
New Report ............................................ 406
notation convention ................................. xxiv
NP-Code Parameters ................................ 372
O
Online Help System ................................. 368
Open Window ......................................... 363
Opening a Menu Setup ............................. 417
Opening the INI-File ................................ 322
Order Grouping ....................................... 146
Order Lock ............................................. 148
Order Synchronization ............................. 236
Outbound Interface Status ....................... 426
P
Parameter ....................................... 198, 369
Parameter & Options ............................... 369
Part Family Setup ...................................... 53
Part Lock .................................................. 56
Part Setup ................................................ 49
Part Workbench ........................................ 47
Part-Depot Setup ...................................... 51
Partial Code Mapping ............................... 240
Pasting All Data ...................................... 358
Pattern Details ........................................ 249
Patterns ................................................. 246
Pegging ................................................. 297
Pegging Report ....................................... 502
Performing Inquiries ................................ 340
Pick List Report ....................................... 504
Pivot ...................................................... 413
Pivot Setup ............................................. 361
__________________________________________________________________________________
__________________________________________________________________________________
Pivot Table ............................................. 360
Planned Order ......................................... 166
Planning Grid ...................................... 8, 420
Planning Horizon ........................................ 7
Planning Horizon and Business Calendar ........ 7
Planning Horizon Parameters .................... 371
Planning Priorities Steps ........................... 243
Planning Setting ...................................... 371
Planning Steps Overview .......................... 233
Planning Triggers and Planning Steps ......... 232
PO Proposal Report .................................. 546
Preview .................................................. 115
Primary Demand ..................................... 229
Print Preview .......................................... 367
Print Settings .......................................... 368
Prioritization Parameters .......................... 372
Priority Manager ...................................... 242
Priority Mapping ...................................... 240
Process Attributes ..................................... 65
Process Replenishment Plan ...................... 526
Process Setup ........................................... 71
Process Share ..................................... 74, 90
Process Share - Definitions ......................... 76
Process Share Overview .......................... 74
Processes ................................................. 62
Production / Purchasing Alternatives
Comparison ......................................... 136
Production Process .................................... 78
Production Processes ................................. 62
Proposals Generation ............................... 268
Pull Flag ................................................. 276
Purchase Order ....................................... 161
Push Short Alert Report ............................ 489
Q
Query Builder .......................................... 342
Query Mode ............................................ 339
R
Reallocation ............................................ 301
Rebuild Menu .......................................... 381
Reconnect .............................................. 455
Releasability ........................................... 307
Releasability of Demands ......................... 310
Releasable vs. Feasible ............................ 311
Releasable vs. Locked .............................. 312
Reload Customizing ................................. 435
Rename Scenario .................................... 599
Repair Lot Sizes ...................................... 276
Repair Lot Sizes Flag ............................... 279
Replay Action Example ............................. 606
Replay Action Log .................................... 605
Replenishment Proposals Report ............... 519
Replenishment Report .............................. 513
Replenishment WO Detail Report ............... 523
Report ................................................... 435
Report Filter .................................... 403, 408
Report Repository ................................... 381
Report Wizard ......................................... 404
Reporting ............................................... 457
Requirement Report ................................ 545
Reserve Flag ........................................... 168
Reserve Flag: Both .................................. 169
Reserve Flag: Capacity ............................ 171
Reserve Flag: Material ............................. 170
Reserve Flag: None ................................. 172
Reset Customizing ................................... 435
Resetting a Value .................................... 350
Retrieving Data Using Standard Filters ....... 336
Revenue Reporting .................................. 131
Rules ..................................................... 247
S
Sales Price Calculation ............................. 129
__________________________________________________________________________________
__________________________________________________________________________________
Same Part Sourced From Alternative
Warehouses or Locations ......................... 84
Save Capacity Commit ............................. 185
Save Material Commit .............................. 177
Saving a Filter ......................................... 345
Saving a Query ....................................... 344
Saving Changes ...................................... 353
Saving Data in Various Formats ................ 355
Scenario Access ...................................... 602
Scenario Management .............................. 592
Scenario Management Cycle ..................... 594
Scenario Management Overview ................ 593
Scorecard Management Cycle ................... 608
Scorecard Management Overview .............. 607
Screens .................................................. 623
Search Options ....................................... 341
Search, Retrieve, and Filter ...................... 335
Searching and Replacing Data with the Find
Tool .................................................... 365
Security ................................................. 451
Select the Environment ............................ 323
Server Admin .......................................... 419
Service Response .................................... 422
Set Null Value ......................................... 350
Setting up a Capacity Family ..................... 122
Setting up a Depot .................................... 34
Setting up a Depot Family .......................... 35
Setting up a Part Family ............................. 54
Setting up a Process .................................. 73
Setting up a Sub Family ............................. 55
Setting up or Changing Process Share .......... 77
Shippable Forecast .................................. 151
Shopping Baskets .................................... 264
Shortage Analysis .................................... 314
Shortage Calculation ................................ 315
Shortage Dependencies ............................ 316
Shortage Types ....................................... 316
Shortage/Excess Report ........................... 565
Shortages .............................................. 314
Simple Join ............................................. 386
Smart Allocation (ICON-SCP Logic) ...... 269
Smart Allocation (Smart vs. Hard Allocation)
.......................................................... 268
Splitting Tabs into Two Sections ................ 333
Splitting the Screen into Two Sections ....... 334
Starting ICON-SCP .................................. 321
Static Menu ............................................ 379
Statistics ................................................ 420
Status Bar .............................................. 328
Stock on Hand / Inventory ....................... 157
Stored Queries, Filters, and Sorts .............. 345
Storing Queries, Filters, and Sorts ............. 345
Subscreen .............................................. 434
Subscreen Customizing ............................ 431
Substitutes or Component Alternatives ........ 92
Substitution or Alternative Groups ............... 93
Supplier Process........................................ 82
Supplier Processes .................................... 65
Supplier Setup .......................................... 60
Suppliers .................................................. 60
Supply ................................................... 157
Supply Bottom Up Pegging Report ............. 534
Supply Chain Library ................................... 4
Supply Chain Network .................................. 4
Supply Report ......................................... 538
Supply Reports ....................................... 512
Supply Workbench .................................. 533
Suppress Repeating Values ....................... 437
Switch Scenarios ..................................... 601
T
Tabular View .......................................... 618
Target Inventory ..................................... 107
TDI Tab ................................................. 329
__________________________________________________________________________________
__________________________________________________________________________________
TDI Toolbar ............................................ 327
TDI Treeview .......................................... 330
The icon-scm Process .................................. 2
The Scenario Concept .............................. 593
The Use Case Model .................................... 4
Theme ................................................... 330
Ticker Setup ........................................... 453
Top Down Pegging Report ........................ 486
Transactional Data ................................... 145
Translations ............................................ 427
U
Undock and Split screens.......................... 332
Updating a Working Calendar ...................... 28
User Administration ................................. 373
User Authorization ................................... 373
User Group ............................................. 434
User Interface ......................................... 320
User Profile ............................................. 325
Use-Up With Jump Over BoM .................... 294
Using ICON-SCP Data Outside of the
Application ........................................... 354
Using the Calculator ................................. 362
Using the Navigator ................................. 418
Using the Online Help System ................... 368
Using the Print Preview ............................ 367
V
Validate the Length of Strings ................... 348
View Scorecard ....................................... 618
Visibility in Supply Networks ......................... 2
W
Web Executor ......................................... 453
Weekly Planning ........................................ 16
Weekly Planning with Calendar Type 4-4-5 ... 24
Wildcard Retrieval ................................... 335
Withdrawing/Adding a Component With
Standard BOM ...................................... 105
WO Proposal Report................................. 554
WOP Detail Report ................................... 540
Work Order ............................................ 164
Work Order Pull-ahead vs. Demand Delivery
.......................................................... 268
Work Orders ........................................... 163
Working Calendars .................................... 26
Z
Zoom Feature ......................................... 367
__________________________________________________________________________________
2012 by icon-scm www.icon-scm.com

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