Free SAP C_TS422_2023 Practice Exam with Questions & Answers

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

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

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

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

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

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

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

In SAP S/4HANA Cloud Private Edition, alternative items in a BOM (transaction CS01/CS02) allow substitution of components based on predefined strategies. These are maintained in the BOM item data (Alternative Item Group and Strategy fields). The available strategies are:

Manual maintenance(C): This strategy (Strategy field: "1" - Manual Maintenance) allows planners to manually select which alternative item to use during production order processing (e.g., in CO02). The system does not automate selection, relying on user intervention based on availability or preference.

100% check(D): This strategy (Strategy field: "2" - 100% Check) ensures that only one alternative item is used per order, with the system checking availability (via ATP) for 100% of the required quantity. If the first item isn’t fully available, it moves to the next in the priority sequence (Priority field).

First in first out (FIFO)(A) is a stock management concept (e.g., in WM or batch determination),not a BOM alternative item strategy.Simultaneous(B) is not a standard strategy—alternative items are sequential or selective, not used simultaneously unless custom-developed. This aligns with SAP’s BOM functionality documentation.

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

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

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

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

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

Aphantom assemblyin SAP S/4HANA is a virtual component that is not physically stocked—its components are directly consumed in the higher-level assembly. To set it up:

Select a special procurement type inside the material master(A): In the material master (MRP 2 view, field: Special Procurement), set the value to "50" (Phantom Assembly). Thistells MRP and production to bypass stocking the phantom material and explode its BOM directly into the next level (e.g., in CO01 or MD02).

Define the special procurement type inside the material BOM (bill of material)(D): In the BOM (CS02), for the phantom component, set the "Special Procurement" field (Item Detail screen) to "50." This overrides the material master setting for that specific BOM usage, ensuring the phantom behavior applies only in that context.

Use a special item category(B) like "L" (Stock Item) or "N" (Non-Stock) in the BOM (CS01, Item Category) defines component handling but does not designate a phantom—phantom status comes from procurement type.Select a special MRP type(C) (MRP 1 view) controls planning (e.g., "PD" for MRP), not phantom behavior. This is per SAP’s phantom assembly configuration.

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

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

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

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

Forecasting in SAP S/4HANA’s demand planning cycle, managed via transaction MC87 or MD61, generates planned independent requirements (PIRs) based on historical data and external factors. The process includes:

One-off events(A): These are special occurrences (e.g., promotions, trade shows) that can be manually entered or factored into forecast models (e.g., using event-based forecasting in the forecast profile) to adjust demand predictions.

Market intelligence(D): This refers to external data or insights (e.g., market trends, competitor actions) that planners can incorporate into forecasting models, often manually or via integration with tools like SAP Integrated Business Planning (IBP).

Past sales order quantities(E): Historical sales data (from transaction MD73 or LIS) is a core input for statistical forecasting models (e.g., constant, trend, seasonal models), allowingthe system to predict future demand based on past consumption.

Past production planning quantities(B) are not typically used in demand forecasting, as they reflect supply rather than demand.Past quotation quantities(C) could influence sales forecasting in some scenarios but are not a standard input in SAP’s demand planning cycle, which focuses on confirmed sales orders. This aligns with SAP’s forecasting methodology in Demand Management.

In SAP S/4HANA repetitive manufacturing, aline hierarchy(transaction LDM1) organizes production lines for planning and execution:

A production line with more than one work center(A): A line hierarchy represents a complex production line comprising multiple work centers (defined in CR01/CR02) linked in a hierarchical structure. For example, a main line (top node) might include sub-lines or work centers (e.g., assembly, testing), allowing detailed capacity planning and quantity assignment in MF50 or PP/DS.

Alternative sequence in the routing(B) (CA21, Alternative Sequence) defines optional operation paths, not a line hierarchy.Parallel sequence in the routing(C) (Parallel Sequence) splits operations concurrently, unrelated to line hierarchy structure.Prioritized alternative work centers(D) is managed via production versions or PP/DS mode selection, not line hierarchies, which focus on physical line organization. This is per SAP’s REM line hierarchy definition.

In SAP S/4HANA repetitive manufacturing, confirming a finished product (e.g., via transaction MFBF) triggers default actions based on the REM profile (Customizing, OSP2):

Post the goods receipt for the finished product(A): When saving a confirmation (MFBF,Backflush tab), the system posts a goods receipt (movement type 101) for the finished product into stock (e.g., unrestricted use), assuming backflushing is active in the REM profile (field: Backflush Mandatory).

Reduce run schedule quantities(B): The confirmed quantity reduces the openrun schedule quantities(planned orders in MD04 or MF50), aligning the planned production with actual output to prevent overproduction.

Update statistics for the Business Information Warehouse(D): Confirmation data (e.g., quantity, time) updates statistical tables (e.g., S031, S032) for reporting in SAP BW or embedded analytics, providing insights into production performance (enabled by default in standard settings).

Post production costs to the planned order(C) is incorrect—costs are posted to aproduct cost collector(KKF6N) in REM, not planned orders, based on the REM profile’s costing settings.Create associated capacity requirements(E) occurs during planning (e.g., MRP), not confirmation—capacity is consumed, not created, at this stage. This is per SAP’s REM confirmation process.

In an SAP S/4HANA Cloud Greenfield project,clean corefocuses on a standardized, extensible system with high-quality data. Key aspects for data quality include:

Efficiency(A): Clean core principles prioritize efficient processes and data structures, minimizing customizations that could degrade performance or complicate upgrades. Efficient data quality ensures streamlined operations (e.g., fast MRP runs) and leverages standard SAP functionalities effectively.

Stability(D): Maintaining a stable core with consistent, reliable data (e.g., master data integrity in MM03) prevents disruptions during updates or extensions. Stability ensures the system remains robust and predictable, a cornerstone of clean core in a Greenfield implementation.

Accuracy(B) is critical for data quality in general (e.g., correct BOM quantities), but clean core emphasizes systemic qualities over content accuracy, which is assumed.Timeliness(C) matters for operational data (e.g., stock updates), but it’s less tied to clean core’s structural focus. This is per SAP’s clean core guidelines.