From zero to SAP PP consultant-ready.
18 modules. Live system access.

Freshers must understand manufacturing concepts before touching configuration screens — this module builds the demand, supply, and shop-floor vocabulary every later module depends on.

• Role of PP within manufacturing organizations
• Manufacturing strategies: MTS, MTO, ATO
• Production types: Discrete, Repetitive, Process
• Overview of the Plan-to-Produce cycle
• PP master data overview: Material Master, BOM, Work Center, Routing
• Role of MRP, Production Orders, and Confirmations
• Integration touchpoints with MM, SD, QM, and FI-CO

Without a correctly defined plant and storage location structure, BOMs, routings, and production orders simply can't function — Plant is the backbone of every PP transaction.

• Plant as the central organizational unit for production
• Storage Location for inventory management
• MRP Area concept (plant-level and storage-location-level)
• Assignment of Plant to Company Code
• Relevance of Purchasing Organization for procurement-related PP activities

Every planning and production transaction references the material master — incorrect MRP settings produce wrong planning results, and incorrect scheduling data produces inaccurate lead times.

• Material types relevant to PP (raw, semi-finished, finished)
• MRP views (MRP 1–4): MRP type, lot size, planning parameters
• Work Scheduling view: scheduling profile, in-house production time
• Plant Data Storage view
• Material status and its impact on planning

Without an accurate BOM, MRP can't calculate dependent requirements and production orders can't generate correct component lists.

• BOM types: Material BOM, multi-level BOM
• BOM header and item data
• BOM usage (Production, Engineering, Universal)
• BOM alternative and validity periods
• BOM explosion logic

Work Centers drive both scheduling and costing — misconfigured work centers cause incorrect lead times and incorrect cost postings.

• Work Center categories
• Capacity category and available capacity
• Scheduling data (setup, processing, teardown times)
• Costing data: cost center assignment, activity types
• Standard value key and formulas

Routing determines lead time, capacity requirements, and operation-level cost — production orders can't be scheduled accurately without it.

• Routing types: Standard routing, Rate routing
• Operations, sub-operations, and sequence numbers
• Work center assignment per operation
• Standard values (setup, machine, labor time)
• Control keys and their impact on costing/confirmation

Without a valid production version, MRP may fail to generate planned or production orders correctly, especially with multiple BOM-routing combinations in play.

• Purpose of Production Version
• Linking BOM and Routing combinations
• Validity periods and lot size ranges
• Relevance for MRP and production order creation

MRP results are only as good as the demand feeding into them — accurate demand input through PIRs or sales orders is the foundation of the entire planning cycle.

• Planned Independent Requirements (PIR)
• Requirement types and planning strategies (10, 40, etc.)
• Consumption-based vs sales order-based planning
• Relationship between Demand Management and MRP

MRP is the heart of production planning — it converts demand and BOM structures into actionable supply proposals across every BOM level.

• MRP types: Reorder point, Forecast-based, MRP-based
• Net requirements calculation logic
• Planned orders vs purchase requisitions
• MRP run (single-item, total planning)
• MRP Live (S/4HANA specific) overview
• Pegged requirements and stock/requirements list

Organizations use Long-Term Planning to spot capacity bottlenecks and procurement needs before committing to an actual production plan.

• Purpose of Long-Term Planning
• Simulative planned independent requirements
• Simulative MRP run
• Capacity evaluation using LTP results

The production order is the central document connecting planning to actual shop floor execution, costing, and goods movements.

• Production order creation (manual and from planned order)
• Order release and status management
• Material availability check
• Capacity availability check
• Order printing and shop floor papers

Confirmations and goods movements drive real-time inventory accuracy and cost tracking — they're the most frequent daily PP transactions on any project.

• Goods issue for production order (manual and backflush)
• Order confirmation (partial and final)
• Goods receipt of finished/semi-finished goods
• Variance and overconsumption handling

Backflushing removes manual component-issue postings for high-volume, low-value components — but since errors propagate automatically, accurate BOM data matters more, not less.

• Backflush indicator in material master/work center
• Backflushing logic and timing
• Advantages and risks of backflushing

Without capacity visibility, organizations risk overloading work centers — causing missed delivery dates and shop floor bottlenecks.

• Capacity requirements vs available capacity
• Capacity evaluation (work center/order view)
• Capacity leveling (planning table)
• Finite vs infinite scheduling

High-volume industries like consumer goods and automotive rely on repetitive manufacturing for efficiency — understanding this alternative to discrete orders is valuable across diverse client environments.

• Repetitive manufacturing profile
• Run schedule quantities
• Backflushing in repetitive manufacturing
• Period-based reporting points

Many manufacturers outsource specific operations — subcontracting is where PP knowledge and MM procurement knowledge have to meet.

• Subcontracting process flow
• Subcontract BOM and component provision
• Subcontracting purchase order
• Goods movements specific to subcontracting (541, 543)

Real-world SAP projects demand cross-module thinking — a single production transaction ripples across inventory, sales, quality, and finance.

• PP–MM integration: procurement of components, goods movements
• PP–SD integration: Make-to-Order scenarios, sales order stock
• PP–QM integration: inspection lots during production
• PP–FI/CO integration: order settlement, variance analysis

Closing activities ensure costs are correctly reflected in financial statements and that open orders are managed cleanly across periods.

• Order settlement (production order to material/cost center)
• Variance calculation (price, quantity, scrap variances)
• Technical completion and order closing
• WIP (Work-in-Process) calculation