This is meant as an EXAMPLE of the BRE-050A Future State Process Model

document.
Review the Guidance and Checklist instructions, then delete the prescriptive
information before sharing the initial version of this document with the customer.
Optionally, keep a copy of the document with the Guidance and Checklist
sections (or copy them to a separate document) for your own reference.
Refer to the Infor Deployment Method BRE-050 task – here.

Guidance

This artifact work product contains the Implementation Accelerator (IA 4.0) processes for the
Food and Beverage industry. The major part of this document is periodically created by
exporting the Business Processes from the Infor Process Manager web portal.

How to use this work product:

• Review all GUIDANCE topics – these should be used for internal preparatory meeting
• Delete Guidance sections and notes prior to customer meeting
• Prepare discussion points with customer during initial workshops
• Utilize the Implementation Accelerator (IA) portal during customer
presentation/workshop sessions. Use this template to record notes, specific
requirements, in/out of scope topics of the SOW. Avoid using this document for
presenting to the customer. Focus on using the IA-portal, demonstrating Infor
functionality, resources and commitment to the IA approach. Introduce additional
functionality of the IA portal during these sessions.
• Adjust this template to reflect the SOW – not all process sections may be required –
and sequence may need to be changed, dependent on audience and participation.
• Overall approach for each section is to explain concepts/terminology and then ask
questions to gather information focused on the 30/10 processes (Be ‘prescriptive” – do
not ask open ended questions)
• This workshop will usually follow the customer kick-off meeting and ideally take place
at the same time (along with other “kick-off week” workshops: enterprise structure,
sample data collection, etc.). Occasionally this process has been completed during the
Engage phase.

Copyright ©2020 Infor. All rights reserved. www.infor.com.

• This template is shared between assigned consultants who will lead the sessions to
review each of their respective functional areas.

Session objectives:
• The purpose of this workshop is to gather the process details and sample data required
to build the first customer prototype (to be reviewed at CRP 1) and as input for
generating the initial draft of the business blueprint (BRE-140)
• Identify preliminary process ownership per process and role.
Note: Do not include integrations during CRP 1. Gather all information at an early stage to
identify major gaps in the standard IA processes to be able to initiate in tegrations.

Session inputs and outputs:

Inputs
• Statement of Work (SOW)
• Sales team’s 60/30/10 guidance document
• Sales input on customer objectives and strategic business processes
• MoSCoW list (BRE-100)
• MCO-010A Key Business Data Structure Definition
o When the Enterprise Modeling workshop has already occurred, or when a
preliminary discussion of future companies, sites, etc. have occurred, reference
available documentation during business process discussions.
o Be aware that process discussions can potentially change the understanding of
the business structure needs.
Outputs
• Completed version of this document (BRE-050B)
• Input into Draft Business Blueprint (BRE-140)
• Updates to MoSCoW list (BRE-100 Requirement Traceability)
• MCO-010B Master Data examples for Prototype creation

Copyright ©2020 Infor. All rights reserved. www.infor.com.

Session schedule assumptions:
• The Process Walk-Thru workshop is generally completed as part of an onsite customer
engagement
• This engagement generally includes multiple sessions:
o Kick-off
o Key business data structure and supply chain flows review (companies, sites,
EUs, departments, warehouses, supplier/customer relationship, inter-company
relationships, etc.)
▪ Presented and updated in the MCO-010A document
o IA Process Walk-Thru [use IA portal]
▪ Record notes and clarifications in detail in the BRE-050A document
[this document]
o Identify sample data for populating the Prototype 1 (CRP1)
▪ MCO-010B master data collection (e.g. Identify items, customers,
suppliers, manufactured and purchased items, etc.)
o Additional relevant information
• There may be dependencies between sessions. The goal is to resolve all high-level
design questions during this engagement week resulting in a solution that meets all
deliverables.

IA & 60/30/10 approach assumptions:

• Unless added to the SOW, IA projects are quoted to not include creation of an “As Is”
process model. Discovery is focused on review of the pre-defined IA process, seeking
licensee agreement with those processes, and identifying “deltas”, any differences
between the required functionality and the pre-defined processes
• Investigate in detail the 30/10 processes with the project team during these sessions.
• In case of in advance identified 30/10 processes in the SOW, include slides for those
processes prior to the workshop. Add these identified 30/10 processes to the MoSCoW
list (BRE-100A) for tracking.
• Pre-defined process models for 30/10 fit should be used as a starting point for this task.
• Existing 60/30/10 standard models to the future business processes should be adapted
rather than redesigning the business processes.
• Depending the expertise, choose for process modeling at a high level or start with the
“use case” model. The Future Process Model and Use Case Model are related that will
result into the final business solution over several iterations.

Copyright ©2020 Infor. All rights reserved. www.infor.com.

• Identify business events and then model the responses to each business event as a
business flow. Many of the business process steps will be identified as business use
cases. These business use cases can then be further analyzed to identify the business
actors. It is good practice to have the identified actors to do a walk through to verify
any missing use cases and/or missing business processes. Business use cases is a
perfect way of validating business process models and will provide a starting point in
creating a Use Case Model.
• Use the Use Case Model and specification to draw a flow chart to visualize the
activities within the Business flow with related roles.
• Use available templates and processes to support the execution of this task, including
documentation of To-Be processes.

Copyright ©2020 Infor. All rights reserved. www.infor.com.

Checklists
Checklist to prepare for the process walk-through
The following steps should be completed prior to meeting with the customer for the process
walk-through event:
Responsible Description
✓ Schedule internal time to update this template prior to the kickoff/process walk-
Solution Architect
thru session. Meet with the Infor PM to confirm the approach.
✓ Meet with customer PM to explain BRE-050A process walk-through approach
(SA to assist). Request the customer PM defines the agenda for process review
workshops based upon when customer team members can attend which functional
area process workshops.
PM ✓ Divide the walk-thru into sessions specific to each functional area. Ideally,
customer core project team members will attend the entire walk-through.
However, if they are unable to attend all sessions, the agenda lets them attend key
sessions. Schedule sessions based upon “Level 1” topics (Order to Cash, Procure
to Pay, etc.) in which the appropriate Level 2 and Level 3 processes are reviewed.
✓ After the SA updates the initial template prior to the workshop, provide copies to
Solution Architect /
all Functional Leads to use during their workshops (if different customer teams
Functional Leads
will meet separately with individual Functional Leads)
✓ Ensure the kick-off week agenda has a scheduled time near the end of the week to
PM / Solution review the MoSCoW list and determine if any high-level “deltas” are intended to
Architect be “in” or “out” of scope, even if not in the current SOW and will require a
Change Request (CR).
✓ Update the Reference Architecture slide to reflect the architecture agreed from the
Solution Architect
Sales cycle. Be certain to remove any applications not in scope for the project.
✓ Before preparing this document, the SOW must have a list of processes that are
Solution Architect in/out of scope. If there is no clear list of processes, work with the PM and
contact Infor Sales to investigate.
✓ Update the table of contents (list of processes) to reflect “in scope” and “out of
scope”. For example, consider using a “gray highlight” on the section headers in
Solution Architect
the table of contents (and possible the section headers later in the document) that
aren’t in scope for this customer (according to the SOW).
✓ Check the Implementation Accelerator site for any updated process diagrams, if
Solution Architect needed from the SOW. If a new version of this template isn’t available, manually
add sections to this document for those presumed “in scope” processes.
✓ If there are known 30/10 process in the SOW, update or create sections in this
Solution Architect document for those processes prior to the workshop. Use IA templates as the
basis for those discussion sections, if possible.
Solution Architect / ✓ Identify which consultants will lead which discussions (Intro & IA approach;
Functional Leads each process model; known special integration points from the SOW; wrap up)

✓ Identify who will add items to the “parking lot” list or MoSCoW list as new
topics are identified during the discussion. Plan to have the MoSCoW open (i.e.
Solution Architect /
from the IPON site) to quickly add new topics.
Functional Leads
✓ Ideally the MoSCoW list is the “parking lot” to avoid having to re-enter topics
raised during the session
✓ Ensure the MoSCoW list
Solution Architect (BRE-100_MoSCoW_Requirements_Traceability_Matrix.xlsx) is loaded to the
IPON site or otherwise available

Copyright ©2020 Infor. All rights reserved. www.infor.com.

✓ If the Enterprise Structure discussion has already occurred (e.g. earlier in the
kick-off week), confirm where that document is located (i.e. MCO-010 Key
Solution Architect Business Data enterprise structure and master data for prototype setup). They
enterprise diagrams will help with process discussions, and process discussions
may indicate additional requirements for the enterprise structure.

Example of Table of Contents with “gray highlight” to indicate the SOW has an “Issue to
Resolution” or as processes “out of scope” as well as :

Copyright ©2020 Infor. All rights reserved. www.infor.com.

Checklist for use during the process walk-through
The following steps/reminders should be completed during the meeting with the customer for
the process walk-through event:
Responsible Description
✓ For high-level open questions raised during the discussion, as they are raised, add
Functional Lead them to either the Evaluation / Open Items section of this slide deck or directly to
the MoSCoW (BRE-100) list
✓ Ensure all possible process discussions reach agreement regarding if the process
is “in scope” or “out of scope”.
o For example, literally type a note stating “out of scope” in the process
section or otherwise describe any processes delta (e.g. “will use steps
1,2, & 5, but not 3 or 4”).
Functional Lead
o Use graphics (red line strike-through, etc.) to markup the process
diagrams, if useful.
✓ Record differences from the SOW in the process sections in this document. For
any process deltas not easily indicated in this document, record them in the
MoSCoW list.
For each functional area, Functional Lead to review these topics:
✓ Explain key concepts and terminology in the IA process diagrams
✓ Confirm process classification (based on SWO)
o Confirm 60% and remove not required IA Process components
Functional Lead o Gather details of changes/tweaks for 30%
o Confirm and gather details of 10%
✓ Confirm “satellite” applications (integrations)
o Collect process documentation and data maps from legacy systems for
gap analysis with standard Infor integrations

Copyright ©2020 Infor. All rights reserved. www.infor.com.

Tips to lead the session and maintain focus
• Consultants should focus on the processes in the SOW. Other processes are out of scope.

• If a process (e.g. Order to Cash [level 1] or Subcontracting…[level 2]) isn’t in the SOW
o DON’T raise the topic to a room full of customer project team members during the walk-thru
▪ Customer management didn’t feel it was needed in the sales cycle
▪ Customer might not have arranged to have the correct key users present in the session
▪ Consultants haven’t prepared to speak about it
▪ There’s no time in the SOW to cover it
o DO phrase discovery questions like, “Now that we’ve reviewed the Purchase Order process, are
there related purchase order scenarios that are critical to your business not covered by this
process?”
o DON’T phrase questions like “Do you need to issue RFQs to suppliers?” (if RFQs aren’t in scope)
o DON’T asked open-ended questions (Be “prescriptive”)
o If the out of scope topics are raised by customer team members
▪ Just like any other requirement discovered in the session, make note in the parking lot /
MoSCoW
▪ Discuss with the PM about how to address it (Can it be fit in at the end of the session after
in-scope topics are addressed? Does it need a CR? Should it be scheduled for a future
session?)
o If customers raise out of scope topics that are critical to their business, and if there is time in the
engagement (e.g. after all planned topics are discussed), DO try to capture details about that
process.
▪ If out of scope processes match IA processes, review those IA models.
▪ If out of scope processes aren’t standard IA processes, use an appropriate method to
document the high-level business flow and specific requirements (Use Case model, etc.).
The created process model will be needed by the PM, SA, and customer leads to
determine if this additional process should be brought into the project scope (and how to
document it in a CR).

Copyright ©2020 Infor. All rights reserved. www.infor.com.

Checklist to follow up after the process walk-through
The following steps/reminders should be completed immediately after the meeting with the
customer for the process walk-through event:
Responsible Description
✓ Review the user feedback about the process scope and other gaps. All gaps
(process differences, new feature requests, etc.) need to be documented and
Infor Team reviewed with customer stakeholders. Use the MoSCoW list (BRE-100) to track
deltas, then disposition them to Change Requests or record customer acceptance
if gap is to be ignored.
✓ If there are new processes requested as “in scope” that don’t have high-level
Solution Architect / process diagrams (e.g. weren’t agreed to be in scope until after the walk-thru),
PM work with the Infor and Customer PMs to schedule time to review those
processes with customer users and create the high-level process models.

Checklist to finalize and approve the BRE-050A

The following steps must be completed to finalize this document and record the agreement of
the customer:
Responsible Description
✓ To approve the BRE-050A, no process can remain without a clear indication of
being “in scope” or “out of scope”. For any “partial” processes (e.g. some steps will
be used, and some won’t), there must be text describing the scope details (in/out).
Infor Team
✓ If any processes were left “to be decided” during the review sessions, those must be
followed up with the customer (using the customer PM to help coordinate with
customer process leads) and resolved as “in” or “out”.
Functional Lead
✓ All changes (even changing from “in scope” to “out of scope”) must have a Change
(with SA & PM as
Request approved.
needed)
✓ Pending discussion with the Infor PM, all high-level requirements from the
MoSCoW list must be agreed as “in” or “out” of scope. If there are scope additions,
Functional Lead
a Change Request will likely be required and may still be pending creation and
(with SA & PM as
approval, however, the high-level design can proceed on the assumed agreement
needed)
(e.g. assuming “new” scope items should have process models and be added to the
Business Blueprint).
✓ High-level process models must exist for all “in scope” processes. They will be
Functional Lead needed for the Business Blueprint (BRE-140).
(with SA & PM as ✓ This may require the manual creation of process models for complex 30/10
needed) processes. Any custom integrations or extension processes will require a process
model for initial approval.
Functional Lead ✓ After completing this document, before distributing it to the licensee (either
(with SA & PM as posting to SharePoint or via email), delete any “out of scope” process sections.
needed) This will help avoid scope confusion.

Copyright ©2020 Infor. All rights reserved. www.infor.com.

BRE-050A Future State Process Model
IA for Food and Beverage

Document Properties
Author <Author>
Creation Date 2/26/2020
Last Updated 12/18/2020
Document Reference <Document Reference Number>
Version <DRAFT 1A>

Approvals Position
<Approver 1>
<Approver 2>

Copyright ©2020 Infor. All rights reserved. www.infor.com.

Table of Contents

1 IA for CloudSuite Food and Beverage................................................... 14

Description............................................................................................................ 14

2 Order to Cash ........................................................................................ 15

2.1 Order Receipt to Batch Order Creation ..................................................... 16
2.2 Create Customer Order Header ................................................................ 17
2.3 Create Customer Order Lines ................................................................... 18
2.4 Order Confirmations................................................................................ 19
2.5 Order Monitoring to Order management................................................... 20
2.6 Confirmed Orders to Allocation ............................................................... 21
2.7 Shipment Planning to Pick List Release.................................................... 23
2.8 Picking to Packing................................................................................... 24
2.9 Loading to Delivery Note ........................................................................ 25
2.10 Picking to Dispatch Using Factory Track.................................................. 26
2.11 Proof of Delivery to Invoice..................................................................... 27
2.12 Invoice Payment to Statistics ................................................................... 28
2.13 Goods Return to Credit ............................................................................ 29
2.14 Invoicing Adjustments............................................................................. 30
2.15 Order to Cash, Simple Order Flow ........................................................... 31

3 Pricing to Customer Agreements........................................................... 32

3.1 Sales Prices and Discounts ....................................................................... 33
3.2 Customer Agreements ............................................................................. 34

4 Procure to Pay ....................................................................................... 35

4.1 Proposal to Purchase Order...................................................................... 36
4.2 Indirect Procurement ............................................................................... 37
4.3 Prepare to Report Goods Receipt.............................................................. 38
4.4 Put-away to Inspection / Stats .................................................................. 39
4.5 Claim to Resolution ................................................................................. 40
4.6 Grower Purchase to Final Settlement........................................................ 41

5 Demand to Plan ..................................................................................... 42

5.1 Demand Capture to Forecast .................................................................... 43
5.2 Planning Calculations to Actions.............................................................. 44
5.3 Master Plan to Action .............................................................................. 45

Copyright ©2020 Infor. All rights reserved. www.infor.com.

6 Warehouse Management ....................................................................... 46
6.1 Count to Correct...................................................................................... 47
6.2 Reclassification to Inventory Movements ................................................. 48
6.3 Lot Handling to Tracing........................................................................... 49
6.4 Miscellaneous Warehouse Management Functions ................................... 50

7 Production to Inventory ........................................................................ 51

7.1 Prepare to Produce................................................................................... 52
7.2 Light Manufacturing................................................................................ 53
7.3 Process Manufacturing ............................................................................ 54
7.4 Receipt to Approval................................................................................. 55
7.5 Subcontracted Operations ........................................................................ 57
7.6 Lot blending and tank cleaning ................................................................ 57
7.7 Consumption to Statistics......................................................................... 59
7.8 Make to Order ......................................................................................... 60
7.9 Manufacturing schedules ......................................................................... 61

8 Maintenance to Work Order ................................................................. 62

8.1 Maintenance Settings to Equipment Creation............................................ 63
8.2 Work Orders to Statistics ......................................................................... 64

9 Maintenance to Work Order ................................................................. 65

9.1 Acquire to Inspect ................................................................................... 66
9.2 Inspect to Approved or Rejected Stock ..................................................... 67
9.3 Inspect to Approved or Rejected Stock ..................................................... 68

10 Graphical Lot Tracker .......................................................................... 70

10.1 GLT Setup .............................................................................................. 71
10.2 Trace and Recall General Process............................................................. 72
10.3 Supplier recall a Component .................................................................... 73
10.4 Distribution Quality Issue ........................................................................ 74
10.5 Manufacturing Quality Issue .................................................................... 75
10.6 Customer Initiated Complaint .................................................................. 76
10.7 Attribute and Item ................................................................................... 77
10.8 Compare Raw Material Usage.................................................................. 78
10.9 Audit MO Reporting in M3 from GLT ..................................................... 79

11 Freight Costs to Charges ....................................................................... 80

11.1 Freight Agreement to Charge Confirmation .............................................. 81
11.2 Detention Charges to Invoicing ................................................................ 82
11.3 Receive Freight Invoice to Accounting..................................................... 83

Copyright ©2020 Infor. All rights reserved. www.infor.com.

12 Distribution to Internal Invoice ............................................................. 84
12.1 Plan to Distribution Allocation ................................................................. 85
12.2 Picking to Internal Invoicing .................................................................... 86
12.3 Simple Distribution Flow ......................................................................... 87

13 Inventory to Managed Packages............................................................ 88

13.1 Inbound Process ...................................................................................... 89
13.2 Warehouse Activities............................................................................... 91
13.3 Outbound Process.................................................................................... 92

14 Financial Plan To Report ...................................................................... 93

14.1 Cost Accounting...................................................................................... 94
14.2 Account Payable – Invoices without PO’s to Display ................................ 95
14.3 Account Payable – Invoices with PO’s to Month End ............................... 96
14.4 Account Receivable – Invoicing to Reminders.......................................... 97
14.5 Account Receivable – Customer Payments............................................... 98
14.6 Account Receivable – Direct Debits to Month End ................................... 99
14.7 General Ledger Processes ...................................................................... 100
14.8 General Ledger – Period and Year End................................................... 101
14.9 Fixed Assets Set-up to Asset Register..................................................... 102
14.10 Fixed Assets Depreciate to Month End ................................................... 103
14.11 Current Assets....................................................................................... 104
14.12 Taxation - EU........................................................................................ 105
14.13 Taxation - USA ..................................................................................... 106
14.14 Risk Management.................................................................................. 107
14.15 Reporting and Budgeting ....................................................................... 108
14.16 Audit and Accounting............................................................................ 109

Copyright ©2020 Infor. All rights reserved. www.infor.com.

1 IA FOR CLOUDSUITE FOOD AND BEVERAGE

Diagram Type Navigation map

Last modified Dec. 12, 2019

Description

Page - 14
2 ORDER TO CASH
The customer order to cash process starts with the receipt of an actual demand from a customer.
The process contains activities from capturing the order, delivering the goods and finally
receiving payment from the customer.

Page - 15
2.1 Order Receipt to Batch Order Creation

The f irst part of the f ull order to cash end -to-end process involves the creation of a customer
order through to the optional printing of an external order conf irmation document. This
considers orders which can be received f rom an external source and processed using batch
order f unctionality, as well as those entered using the more traditional manual data-entry
method. Special sections handle the detailed instructions explaining the setup of various
supporting order entry f eatures.

60/30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 16
2.2 Create Customer Order Header

The entry of a customer order involves specifying header inf ormation which is applicable to
all items added to the order. In addition to order header details, this section also describes
the setup of business chains, assortments and credit checking.

Further overview details can be f ound in the related document attachment below.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 17
2.3 Create Customer Order Lines
A customer order header has been manually created; it is now time to supplement the order
with items. There are some relevant M3 f eatures utilized by the CO line entry activities such
as alternate units of measure, alias numbers, reasonability checks and s alesperson
selections at line level. Day-to-day customer order processing expects all this set up to have
been completed, but this process outlines the possibility of introducing these additional
f eatures and how the sales manager would be responsible f or carrying out all the setup.
Input
Apart f rom setting up the f eatures mentioned above, entering customer order lines requires
knowledge of the item, quantity, the delivery date and optionally price and discount
inf ormation.
Output
The output to this process is a completed customer order ready f or optionally printing on a
conf irmation document and prepared f or the next stages in the Order to Cash process –
monitoring and stock allocation.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 18
2.4 Order Confirmations

The order conf irmation (or “acknowledgement” as it is sometimes known) is a document sent
to the customer to conf irm the details of the order placed and include item, quantity, price,
discount and sales tax/VAT inf ormation together with order ref erences. Although
conf irmations can be printed individually, they are generally printed in a daily batch. The print
jobs can be scheduled to occur at the same time every day. For f urther details relating to the
Customer Order Conf irmation document, please ref er to the f ull process description below.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 19
2.5 Order Monitoring to Order management

Daily monitoring of customer orders is an important activity carried out by customer services and
sales management roles. When a customer order is placed, and there is enough stock to meet
the requested delivery date, the order to cash process should operate ef ficiently and without
external intervention. It is not always possible to guarantee a perf ect scenario, so this section
describes how to utilize and conf igure monitoring tools and how to identif y and deal with
situations outside the norm. The f ollowing sub-processes are covered here:

• Toolbox management
• Customer order rescheduling
• Product shortages
• Deleting customer order lines
• Lost sales
• Closing customer order lines
• Automatic rejection of customer orders which cannot be f ulf illed
• Generation of order survey reports

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 20
2.6 Confirmed Orders to Allocation

Af ter customer orders have been entered into the system and conf irmed, they need to be
f ulf illed. The next actions are to allocate stock to the order lines when the time is right and
arrange f or picking lists to be printed. These act as an instruction to the warehouse staf f
identif ying where the stock is located and when it needs to be picked.There are many rules
which can be applied to the stock allocation methods, and different ways in which it can be
carried out (automatically, manually, through a batch job or via ‘sof t’ allocation techniques).
This section of the order to cash end -to-end scenario introduces some usef ul f unctionality
around strict rotation; it describes all the dif ferent allocation procedures

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 21
Page - 22
2.7 Shipment Planning to Pick List Release

Following the successf ul allocation of customer order lines, when the time is right, picking
lists need to be printed to initiate actions in the warehouse. This section of the order to cash
end-to-end scenario explains how those picking lists are generated . Pick lists are released in
a controlled manner f rom shipments which in turn are automatically generated based on
connections of places and routes. Conf iguration of routes and planning of shipments are also
covered in this section. Pick f ace replenishment methods with or without the use of Factory
Track are documented in this section too.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 23
2.8 Picking to Packing
Warehouse dispatch activities related to customer orders cover the areas of picking, packing
and dispatch to the customer. Variants relating to soft allocation techniques (where actual
picked balance IDs must be f ed back to the system) are described here in addition to normal
activities. In M3, packing can take place in a simple or an advanced manner; the def inition,
setup, and processing of these actions are also described in this section. When Factory
Track technology has been adopted, a separate process has been described to explain how
these warehouse activities are carried out.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 24
2.9 Loading to Delivery Note

Af ter the goods have been picked and packed, loading lists and transport labels can be
printed, and dispatch confirmation can be confirmed. This part of the order to cash process
ends with the production of delivery notes to accompany the goods. When Factory Track
technology has been adopted, a separate process has been described to explain how these
warehouse activities are carried out.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 25
2.10 Picking to Dispatch Using Factory Track
This process describes some typical pick and pack processes, using Factory Track methods, that
start from the generation of pick lists and stop before the delivery issue; the delivery issue may
be executed in the same flow.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
(Remove comment before presenting to customer)

Page - 26
2.11 Proof of Delivery to Invoice

Proof of delivery (POD) is an optional step that can be introduced into an order to cash
process f low. When activated, deliveries cannot be opened f or invoicing before recording
conf irmation f rom the goods receiver that the items were delivered accurately and
undamaged. Any applicable f reight charges can be added to the delivery at this stage. We
are now ready f or invoicing which can take place in a batch or on an individual shipment
basis. When bonus or commission agreements are applicable to the delivery, reservations
are made as part of the invoicing routine.

30/10 Activity Details

Document detailed information for each step in the process flow.
Add rows as needed
Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
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2.12 Invoice Payment to Statistics

When payment has been received f rom the customer, the details must be registered against
the original invoices. Payment details are theref ore recorded, and various accounts
receivable statuses are updated. Prepayments can also be made directly into the accounts
receivable system and dif f erent types of documents can be generated to assist in this
process. When invoices have been raised, even if payments not been received, updates are
made to invoicing statistics. Gathering this inf ormation requires the setup of datasets. This
section explains how to def ine those datasets and the type of information held there. Reports
can also be def ined and run against the statistical data held in those datasets.

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2.13 Goods Return to Credit
For varying reasons, customers often return goods to their suppliers. This section describes the
processes and controls involved when goods are returned to our warehouse which originated
from a customer delivery. In summary, we record the fact that the goods are expected, they are
received into stock, inspected and a credit is usually issued to the customer.

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2.14 Invoicing Adjustments
The sales processes included in this section relate to some specific af ter-sales scenarios
which of ten arise:
Price Adjustments In addition to returned goods, the invoice value f or dispatched goods may
have been incorrect. This process description also deals with the steps involved in issuing a
debit note f or an undercharged amount or a credit note when there has been an overcharg e.
Corrective Invoicing This is a mechanism f or correcting invoices in a controlled and
unambiguous manner, providing a greater level of traceability as a result. Price adjustment
order types also exist to control over or undercharged amounts.
Charge Only Orders Separate routines are conf igured to deal with correcting errors in
previously billed order charges.

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2.15 Order to Cash, Simple Order Flow

Most of the documented steps in the transport planned order to cash process are also
applicable f or simple customer orders; they must still be entered, allocation must take place,
a pick list must be generated, goods must be picked, packed, delivered and invoiced. The
dif f erence here is that there is no transport planning, so the steps which are initiated f rom the
shipment toolbox are now carried out through the delivery toolbox. Also, a “f ast” order type
has been conf igured which removes the need to release the orders f or allocation and pick list
printing. This section describes the preconf igured order f low when f ull shipment planning is
not necessary, and it explains the dif f erences between techniques which adopt route
handling within deliveries and those that do not.

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3 PRICING TO CUSTOMER AGREEMENTS
The f ollowing pricing concepts are included in the IA solution:

1. Price Lists
2. Price Simulations
3. Customer (blanket) agreements
4. Discount Models
5. Bonus and Commission Agreements
6. Trade Promotion Agreements

Further overview details can be f ound in the related document attachment below.

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3.1 Sales Prices and Discounts

When a new line is added to a customer order, the sales price is retrieved f rom a pricing
hierarchy. The most common place for a price to be retrieved within this hierarchy is a sales
price list. Prices are maintained at each item level. When a new line is added to a customer
order, any applicable discount is retrieved f rom a discount model. Discount percentages or
amounts are maintained against up to six discount numbers on the model, each number can
be conf igured in a vast number of different ways, but the def inition of the IA model is f ocused
on the most common discounting methods. This section shows how the discount models
have been preconf igured and explains some of the more relevant options available to
companies in this industry.

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3.2 Customer Agreements

Most businesses develop sales models that reward their customers f or continued business
and their agents f or handling the relationships and sales f or them. The bonus and
commission agreement f acilitate a system that provides payments retrospectively to
customers or agents depending on the volume of sales made during an agreement period.
Customer blanket agreements allow you to create specif ic contracts with customers or
groups of customers and are typically date and quantity controlled. These agreements can
be established at the customer or a business chain level. The agreement can automatically
be proposed, and the quantity reduced as goods are delivered. Subsequent progress and
status of call off against the contract can be viewed and managed. Promotion agreements
tend to be short term agreements made with a customer to allow special prices and / or
discounts to be applied to affected customer order lines

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4 PROCURE TO PAY
The Procure to Pay area is divided into several sub -processes.
The main process starts f rom the planned purchase orders created as a result of the
Demand to Plan process. It is intended to manage the complete procurement process for
raw materials, packaging, etc. used in the production process.
If the received goods are not f ully approved, the creation of a claim may be triggered. The
claim is then processed. In addition to the main process for raw materials, f ull processes are
described f or indirect materials and f or grower agreements. Further overview details can be
f ound in the related document attachment below.

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4.1 Proposal to Purchase Order

The Procure to Pay process is a core process at the top level starting with the need to
acquire materials f or production. The process is triggered by the purchase proposals
automatically generated by the materials requirement planning (MRP). The f irst step in the
process is then to group and adjust PO-proposals in order to prepare f or generating relevant
purchase orders based on those proposals. The main process is f ocused on procurement of
direct material f or production. Depending on the Company organization and on the item,
purchase orders may be processed either by the planning or by the purchasing service. In
the latter case, an authorization activity will of ten take place bef ore the purchase order
proposals can be released.

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4.2 Indirect Procurement

The process of purchasing indirect materials may be a main process in itself requiring
solutions such as e-procurement. But f or many small companies a simplistic process for
managing manual purchasing of indirect- or non-MRP driven materials needed to support the
main operations is needed. These materials include categories such as equipment, spare-
parts, cleaning materials, of fice supplies etc.
Further overview details can be f ound in the related document attachment below.

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4.3 Prepare to Report Goods Receipt

Prepare Goods Receipt to Inspection / Stats is a sub -process which is part of the core process
“Procure to Pay”. It is divided into two sub -processes:

• Prepare to report goods receipt

• Put-away to Inspection / Stats

The process contains activities from unloading the goods, putting them away, inspecting them.
Such activities as quality control, claiming or invoice control are linked with this sub -process and
may be triggered by some activities in the
process. This process will cut across organizational boundaries such as the supplier itself , the
purchasing service, logistics, warehousing (warehouse goods receipt and warehouse storage)
and laboratory. Further overview details can be f ound in the related document attached below.

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4.4 Put-away to Inspection / Stats

Prepare Goods Receipt to Inspection / Stats is a sub -process which is part of the core process
“Procure to Pay”. It is divided into two sub -processes:

• Prepare to report goods receipt

• Put-away to Inspection / Stats

The process contains activities from unloading the goods, putting them away, inspecting them.
Such activities as quality control, claiming or invoice control are linked with this sub -process and
may be triggered by some activities in the process. This process will cut across organizational
boundaries such as the supplier itself , the purchasing service, logistics, warehousing (warehouse
goods receipt and warehouse storage) and laboratory.

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4.5 Claim to Resolution

Claim to Resolution is a sub-process which aims at managing claims towards the supplier.
It applies to different types of contexts:

• Either the quality control has f ailed and a claim has been created automatically,
• Or a claim needs to be created and managed f or any other reason (late delivery f or
example).
The process described applies to automatically created claims but may be used in other
circumstances.

The tasks in the warehouse (send the goods back to the supplier, receive replacement
deliveries) may be reported either using M3 screens, or using Factory Track and mobile devices.
Further overview details can be f ound in the related document attachment below.

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4.6 Grower Purchase to Final Settlement

Companies buying crops, livestock or aqua culture f rom their suppliers of ten do this based on an
agreement stating what to deliver, how much to deliver, what quality, where to deliver f rom and
how the settlement f or the delivery will be calculated against a complex pricing model. The f inal
settlement with the grower is a self -billing process where the receiver calculates what to pay the
supplier. A settlement document is produced listing the details of what has been delivered and
what additions and/or deductions have been made to the base price. Both the base price and the
bases f or additions/deductions are of ten changed af ter an initial settlement and payment, and
this requires the settlement to be re-calculated a number of times, and the dif ference to be p aid
or claimed.

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5 DEMAND TO PLAN
The Demand to Plan process incorporates the f ollowing activities:

1. Demand Management
2. Material (and Distribution) Requirements Calculation (MRP/DRP)
3. Master Planning
4. Purchase Planning
5. Production Planning & Scheduling
6. Internal Distribution Planning

Further overview details can be f ound in the related document attachment below.

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5.1 Demand Capture to Forecast

The Demand to Capture sub-process includes the f ollowing activities:

1. Capture Demand & Calculate Forecast Statistics

2. Sales Budgets
3. Review Forecasts
4. Transf er Sales Forecasts/Budgets to Planning Forecasts
5. Copy Sales Budgets

Further overview details can be f ound in the related document attachment below.

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5.2 Planning Calculations to Actions

This sub-process within demand to plan incorporates reorder point planned items, how to
perf orm material requirements planning (MRP) routines and describes master planning activities.
The related documents attachment below describes two distinct process variants f or f resh and
non-f resh f oods.

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5.3 Master Plan to Action

Action Messages
Action messages are signals to the planner to suggest which areas of the material plan need
addressing. This section shows how to display and deal with many of the assigned action
messages f rom the MRP run using the Action Message f unction.
Manufacturing Planning and Scheduling
The main f eature of this process lies in the f act that multiple processes run in parallel with
overlapping activities. This creates a challenge since plans may have to be decided upon
bef ore knowing the f inal demand and picking and packing of orders must start without being
able to allocate all products. This very f ast-moving process puts extreme demands on timely
reporting and data capture. The allocation of customer orders relies on products being
reported as put away in productio n. Shortage products may require pre-allocation or specif ic
routines related to allocation to make sure customers are served according to priorities.

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6 WAREHOUSE MANAGEMENT
Apart f rom actions directly related to customer, purchase, distribution and manuf acturing orders,
the f ollowing supporting processes must be managed within the warehouse:

1. Count to correct.
2. Lot handling to tracing.
3. Reclassif ication to inventory movements.
4. Miscellaneous warehouse management f unctions.

Further overview details can be f ound in the related document attachment below.

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6.1 Count to Correct

Details Description Function Action

type
Count to This count to correct section contains details of all the M3 setup MMS300 Manual
Correct and process descriptions for running physical inventory count
activities. This also includes a variant f or adopting Factory Track
f unctionality.

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6.2 Reclassification to Inventory Movements

Details Description Function Action

type
Reclassification to Lot-handled products can be reclassified to N/A Manual
Inventory different statuses and moved around the
Movements warehouse in different ways. This section
describes the various recommended
reclassification and inventory movement
techniques within M3, with and without the use
of Factory Track processes.

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6.3 Lot Handling to Tracing

Details Description Function Action

type
Lot Items which require sub-definitions called “Lots” adopt MWS320 Manual
Handling additional management functions within the
to Tracing warehouse. Where those items contain an expiry date,
it is important to manage those dates and ensure that
stock does not expire before it has been sold,
transferred or used in manufacturing/assembly
processes. M3 provides various monitoring tools which
in turn enable the appropriate corrective actions to be
carried out where potential issues have been
identified.

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6.4 Miscellaneous Warehouse Management
Functions

Details Description Function Action

type
Miscellaneous Some M3 processes for managing the N/A Manual
Warehouse inventory in the warehouse do not logically fall
Management into the other sections of this process
Functions documentation. They relate to the use of the
item toolbox, the handling of requisition orders
and inventory/location statistics.

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7 PRODUCTION TO INVENTORY
Production to Inventory is a core operational process at the top level starting with the
production department receiving f irmed planned manuf acturing orders or released
manuf acturing orders (MO). The process contains activities from preparing the actual launch
of production against an MO until f inalizing and closing the same MO. Thereby this process
will cut across organizational boundaries such as production, logistics, warehousing,
planning, laboratory & quality and f inance.

Process Purpose

• To produce end-products or intermediate products according to specified norms and

standards assuring correct quality and high level of f ood safety.
• To minimize waste of raw materials, processing time and scrap of produced items.

Further overview details can be f ound in the related document attachment below.

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7.1 Prepare to Produce

The ‘Prepare to Produce’ sub-process includes the f ollowing activities:

• Secure material availability

• Initiate execution (documents and tasks)
• Move materials f rom the warehouse to the production area
• Prepare materials and equipment
• Produce
• Process control and reporting
• Process analysis

The f ollowing supporting sub-processes are described:

• Work center schedule

• Create MO f rom about-to-expire components lots
• Reschedule an MO
• Adjust data on an MO

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7.2 Light Manufacturing

The “Light Manuf acturing” process variant relates to the same business process as the main
Production to Inventory process. The dif f erence is how you decide to utilize the M3 system in
relationship to the actual tasks and activities carried out in
the manuf acturing environment. The original Production to Inventory process covers more or
less all business activities and maps them ag ainst system activities in M3. The Light
Manuf acturing process however minimizes the utilization of M3 during the actual
manuf acturing process. Its main goal is to make sure stock f igures on materials and end -
products are correct and to secure a proper handling in relationship to quality assured
products. Everything else has been excluded and it is assumed that all other inf ormation is
kept and stored outside M3

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7.3 Process Manufacturing

Process manuf acturers are commonly f ound in the Food & Beverage, Pharmaceutical and
Chemical industries.

Key characteristics are:

• Production of goods in bulk as well as discrete or countable units.

• Several versions of f ormulas and recipes.
• Many dif ferent packs sizes.
• Batch optimization to minimize waste and reduce costs.
• Heavy regulatory compliance (FDA etc.).

The M3 Process Manuf acturing solution provides a set of f unctions/features that support
customers’ operations in this environment, such as:

• Process product structures, managing both versions and alternate processes.

• Consolidation of planned orders to optimize manuf acturing batch sizes.
• Output balancing to minimize waste.
• Simplif ied process to use up stock or produce on demand.
• Bulk redistribution to manage costs more accurately.
• More ef f icient production reporting, enabling management of several orders jointly.

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7.4 Receipt to Approval

The receipt and put-away f rom production include a number of steps performed by
a number of persons in the organization. Theref ore, we have separate process -maps
covering the steps included in this sub -process.
The sub-process includes three major variants to be used in dif ferent scenarios
with dif ferent level of automation and need f or controlling the process. Three
separate process variants are described in this chapter:

1. Direct put-Away into the production area or the warehouse.

2. 2-step put-away into the warehouse.
3. Staged 2-step put-away into the warehouse.

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7.5 Subcontracted Operations

One or more operations in a product structure may be subcontracted.

Subcontracting may be used either as the usual way of performing an operation
or as an alternative in case of capacity or technical problems. This second option
is called “temporary subcontracting”.
Further overview details can be found in the related document attachment below.

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7.6 Lot blending and tank cleaning

The scenario we describe involves:

• Location characteristics = 3 (Full mix): when lots are blended, a new lot number is
created as a result of the blending
• A manuf acturing process with a f ull-mix semi-f inished item being used in a ‘normal’
f inished item.

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• The receive and put-away process f or the semi-f inished item is made of the f ollowing
steps:
• Receive in an empty production tank through f unction ‘Manuf act. Order. Report Receipt’
(status 1)
• Inspect and release (status 2)
• Transf er to put-away tank which might not be empty
• If the put-away tank is not empty, blending occurs and a new lot number is created

During production of the f inished item, issues from the put -away tank occur until the tank is
almost empty. New receipts f or the semi-f inished item may occur though during this time.
When necessary, the tank is cleaned / emptied through a manual transaction.

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7.7 Consumption to Statistics

The ‘Consumption to Statistics’ sub -process includes the f ollowing activities:

• Report resource consumption

• Return unused materials to warehouse
• Finalize and close MO reporting
• Maturing or aging of produced items
• Post-calculate and statistics

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7.8 Make to Order

Some items are not normally kept in stock and will be manuf actured only if a f irm customer
order is received. These items are not planned with f orecasts and their minimum stock and
reorder point is zero. Instead, their production is triggered by customer orders. This is a
“make-to-order” process which dif fers f rom the more usual “make-to-stock” process. When a
customer order line is entered f or such an item, a linked manuf acturing order proposal is
created. The manuf acturing order proposal will be released to a manuf acturing order.
When the manuf actured product is received, the linked customer order line is allocated and
can be dispatched.

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7.9 Manufacturing schedules

This is a variant of the main process, where:

• Manuf acturing orders are grouped into schedules, based on selected criteria - Material
issues are reported against schedules: they are either picked, using the delivery toolbox
(issue method 1), or manually issued against a schedule (issue method 2).
• Operations may be reported f or a schedule or f or individual manuf acturing orders.
• Receipts are reported against individual manuf acturing orders which may be identif ied as
part of a manuf acturing schedule.

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8 MAINTENANCE TO WORK ORDER
Effective equipment maintenance is critical to all organizations in this industry to not
only maximize product output but to also help ensure the quality and safety of the end
product as well as helping to protect the significant investment that is made in the
production equipment. Infor M3’s Maintenance Management module was originally
designed based on the requirements of manufacturing companies. Its capabilities allow
customers to manage all the different types of maintenance required in that industry,
including scheduled maintenance and inspections, breakdown maintenance, planned
shutdowns as well as statutory inspections. This section describes the processes from
setting up maintenance data and equipment, through the management of work orders
which in turn feed statistical information.

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8.1 Maintenance Settings to Equipment
Creation

The following master data and asset implementation configuration is detailed in this
section:

1. General settings.
2. Personnel records.
3. Work centers.
4. Positions hierarchy.
5. Equipment creation.
6. Service definitions.

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8.2 Work Orders to Statistics

The following maintenance management procedures are detailed in this section:

1. Manual work requests.

2. Work order flow.
3. Retrospective work orders.
4. Emergency breakdowns.
5. Preventive maintenance.
6. Work order statistics.

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9 MAINTENANCE TO WORK ORDER
The Food & Beverage industry is subject to particularly strict regulations on Quality and
safety of its products. Mistakes or lack of Quality control could result in serious
consumer’s health problems. Recalls can be damaging for the reputation of the
company.
The Quality Management System (QMS) in M3 provides a best of breed Quality system
with the goal of providing all the data for the user to make better decisions and creat e
new controls and corrective actions.

QMS in this Implementation Accelerator (IA) solution incorporates the following

concepts:

• Inspection of raw materials and procured items

• In line inspection during production
• Product inspection or reinspection
• Compliance with custom specification

QMS is used in grower contracts in specific ways, as described in the ‘Grower Purchase
to Final Settlement’ process.

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9.1 Acquire to Inspect

This part describes how QMS is used when acquiring items:

Procurement
The “QMS Integration in Procurement” process description shows where and when the
specifications and tests are created for purchased lots and how QMS is integrated in the
procurement flow. Purchased items may be ingredients or finished products.

Manufacturing
The “QMS Integration in Manufacturing” process description shows where and when the
specifications and tests are created for manufactured lots and how QMS is integrated in
the production flow. Manufactured products may be semi-finished or finished products.
QI requests may be created at manufacturing order creation, which allows for quality
inspection during production and/or product receipt.

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9.2 Inspect to Approved or Rejected Stock

The ‘Report Tests and QI Requests Results’ process description is valid for purchased items
and for manufactured products.
It describes how test results, and then how QI requests results are reported, lots approved
or rejected, and certificates of analysis printed.

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9.3 Inspect to Approved or Rejected Stock

Inspection in Warehouse management

This part describes how QMS is used for lots that have already been acquired, inspected
and put in stock.
New QI requests may be created for lots in stock for different reasons. A typical process
is when a lot has reached its follow-up date and must be re-inspected: a new QI request
must be created with specifications that may be different from the original
specifications: for example, only one property must be checked.
Inspection in Distribution to Internal Invoice
QI requests may be created when the goods leave a warehouse or when they are
received in a warehouse.
Additionally:
• A specific Certificate of Analysis (COA) may be printed when the goods leave the
warehouse
• It is possible to set special specifications for some warehouses in the same way
as for customers
• It is possible to default test results when the goods are received in a warehouse.
Inspection in Order to Cash
Some customers may need special specifications: We describe how to set up custom
specifications and how the lots that fulfill the customer conditions are allocated to
customer orders.
It is possible to create QI requests for tests at pre-shipment. The tests may be standard
or specific to the customer. The tests at pre-shipment are normally not used for the lot
allocation.
When a certificate of analysis (COA) is needed for a customer, it may contain different
kind of information:
• Either it is a COA for the lot and nothing in it is specific
• Or customer-specific information is printed

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10 GRAPHICAL LOT TRACKER
M3 Graphical Lot Tracker (GLT) is a powerful and configurable web-enabled application with
capability to query and visualize M3 supply chain data. Through the population of a
purpose-built database based on M3 stock transaction history, M3 Graphical Lot Tracker
provides the ability to perform these activities:

• Trace the supply chain, through all steps, occurrences, and activities, from the semi-
finished or finished product to the original raw materials lots.
• Track raw material lots along the supply chain to the semi-finished or finished
product supplied to the customer

The documentation included in the Implementation Accelerator solution is a complement to

the M3 GLT user and administrator documentation. It is intended for the project teams to
empower them to make the best use of this powerful tool in various use cases in industries
where lot traceability is a key concern

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10.1 GLT Setup

Some settings must be checked or setup in M3 and GLT before the initial data loading
and subsequent updates and operations.

The settings in M3 must be checked and completed first because there needs to be an
enabled user for the GLT settings administration and data loading.
Some settings in M3 may however be performed later, to enable the lot reclassification,
to get the customer contact details or to complete the settings to use the ‘Compare raw
material usage’ report.

The settings in GLT are initiated with default values which enable the GLT processes.
They must be checked and changed if necessary.

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10.2 Trace and Recall General Process

The trace and recall general process explains how to trace, hold and recall all lots that
may be defective due to an identified item and lot. The item may be any type of item:
raw material, resale item, manufactured semi-finished or finished item.

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10.3 Supplier recall a Component

This process explains how, starting from a supplier recall, defective items and lots are
identified and then how to trace, hold and recall all lots that may be defective due to the
recalled items and lots. If there is a single item and lot, then the general trace and recall
process may be used to perform the following tasks: hold lots in stock, recall from
customers and perform lot-audit.

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10.4 Distribution Quality Issue

This process explains how, starting from a quality issue identified during a warehouse
transfer, defective items and lots included in the delivery are identified and then how to
trace, hold and recall all lots containing these items and lots that may be defective.In
this process, we assume that more than one item and lot were included in the delivery,
and so we will use the GLT Group features. Most of them have been explained in the
‘Supplier recall a component’ process, so we will refer to this process when the activity is
performed in the same way

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10.5 Manufacturing Quality Issue

It has been identified that a work center caused defective items and lots during a period.
This process explains how to identify the items and lots produced with this work center
during this time, and then how to trace, hold and recall all lots containing these items
and lots that may be defective. In this process, we assume that more than one item and
lot are concerned, and so we will use the GLT Group features. Most of them have been
explained in the ‘Supplier recall a component’ process, so we will refer to this process
when the activity is performed in the same way.

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10.6 Customer Initiated Complaint

The customer-initiated complaint process explains, starting from one (scenario 1) or more
(scenario 2) customer complaints, how to trace, hold and recall all lots that may be defective.

Two scenarios are distinguished:

• Scenario 1: a single customer complains about a single item and lot.

• Scenario 2: at least two customers (or a same customer) complain about at least two
items and lots. In this scenario we will assume that it’s two different items and lots, so
two different customer order lines, however the process can be extrapolated to more
items and lots. We also assume that there is a reason to think that, although it’s
different items and lots, the root cause may be the same, for example because they are
using a common raw material or semi-finished item, or an operation has been made at
a same sub-contractor.

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10.7 Attribute and Item

Quality issues have been encountered because of items and lots having an attribute
value below a certain limit. Attributes are often used to store quality results, physical or
chemical properties and measurements attached to the lot. The attribute values may be
filled in at lot receipt or later, typically after laboratory inspection. The goal of this
process is to identify the wrong lots and then trace, hold and recall all items and lots
containing these defective lots. Wrong lots mean in this example an attribute value
below a certain limit.

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10.8 Compare Raw Material Usage

The starting point for this process is typically a quality problem that may be encountered at
different levels, for example:

• During the process: either quality test results close to the accepted limits or
technical problems in the process that may be linked to the characteristics of a raw
material.
• Quality test results for received semi-finished or finished items close to or outside of
the accepted limits.
• Customer complaints about different items and lots: the original defect is being
searched.

The report may also be used to find correlations between the raw material characteristics
and the test results, to improve the quality of the end-products or to avoid problems during
the production process by optimizing the raw materials characteristics required from the
suppliers.

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10.9 Audit MO Reporting in M3 from GLT

M3 Graphical Lot Tracker provides a tool for identifying and analyzing issues linked to
components reporting or components quality issues in the manufacturing process.
The components may be raw materials as well as semi-finished items. Most of these
audits should be performed on a regular basis to identify the different issues listed
above and take corrective or pro-active actions

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11 FREIGHT COSTS TO CHARGES
The process scope includes:

1. Creating freight agreements

2. Distributing the freight costs and creating the customer order charge to
recover the freight costs
3. The freight purchase order costs
4. Freight accessorials
5. Freight detention
6. Accounting for freight cost management

Example freight agreements have been preconfigured to automate the distribution of

freight costs and the purchase order process flow. The correct freight agreements, with the
freight forwarder, should be created and tested and, if these are based upon the
preconfigured examples, then the process flow will remain the same.

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11.1 Freight Agreement to Charge Confirmation

The freight agreement is where you define how you are using freight cost management.
In the IA preconfigured database, example agreements are provided to automate the
distribution of freight costs and the purchase order process flow.
If your companies freight agreements are set the same way, then the process flow will
remain the same. Freight accessorials are additional items or services, requested from
the freight forwarder for a shipment or delivery. For example, frozen goods may need to
be transported at a specific temperature to remain frozen; trucks may
need to be cleaned before and after transportation of certain goods to avoid cross
contamination etc. Accessorials can be automatically or manually attached to a
shipment or delivery.

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11.2 Detention Charges to Invoicing

Freight forwarders may charge the company a detention charge if their truck is
unexpectedly delayed during loading. There may be an agreed detention free time
which can be deducted when the detention charge is calculated. The customer order is
progressed and may be stopped if freight information is missing. Once everything is
correct and complete the freight costs can be confirmed and the goods issued. Prior to
invoicing the customer freight charge is generated.

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11.3 Receive Freight Invoice to Accounting

When freight costs are distributed on the customer order, creation of the purchase
transactions is automatically triggered and set to be automatically processed (as per the
IA preconfigured settings). The freight purchase order will be updated to status 75-put
away complete, ready for invoice matching. When the freight agent’s invoice is received,
it is matched against this purchase order and then can be paid when it becomes due.
For supplier invoice matching and supplier payments, please refer to the Accounts
Payable process flows. The internal account entries generated, and confirmation of the
shipment or delivery, create accounting transactions which update the financial ledgers.

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12 DISTRIBUTION TO INTERNAL INVOICE
The Distribution to Internal Invoice process is used when transferring stock from one
warehouse to another warehouse.
The most typical case in the Food & Beverage Industry is a stock transfer between a
main warehouse where the goods have been either produced or received from a
supplier, and a regional warehouse where small quantities are kept in stock; but the
process applies to all kinds of warehouse transfers, which may occur for different
reasons.

The process starts from the creation of a distribution order proposal as a result of the
MRP calculation and ends with the internal invoice between the Divisions, if we assume
that the warehouses belong to different Divisions in a common Company.
An alternative to this main process is when an item, which is normally stored in the
main warehouse but not in the regional warehouse, must be delivered to a customer
from the regional warehouse. In this case, a distribution order is created from a
customer order; both orders are linked.
The transactions may be reported either through M3 in an interactive mode, or through
Factory Track, using a portable device.

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12.1 Plan to Distribution Allocation

The first part of the full Distribution to Internal Invoice process involves the
creation of a distribution order in different ways:

From distribution order proposals created as a result of the MRP or reorder

point calculation
From a linked customer order line
Manually in M3 BE
Manually in Factory Track

The distribution order is linked to a shipment, allocated and the picking list is released
and printed.

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12.2 Picking to Internal Invoicing

The second part of the full Distribution to Internal Invoice process involves the picking,
packing and delivery of the distribution order, then its receipt and finally the internal
invoicing and accounting.
Different variants of the process are described.

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12.3 Simple Distribution Flow

In this variant, the distribution flow is managed in a simpler way:

• The deliveries are not grouped into shipments,

• The goods receipt is automatic.

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13 INVENTORY TO MANAGED PACKAGES
In the Food and Beverage Industry a lot of the purchased / manufactured ingredients or
finished goods are being shipped from the supplier / production site to a warehouse or
to the customer. For transport purpose the goods are being packed to prevent them
from being damaged but also to be able to handle the goods in an easy manner; we
have the ability to receive the packed finished goods or the ingredients, store them,
move them, issue them etc., without having to work on the detailed content level.
Package management in M3 is the ability of working with packages throughout the
supply chain; from inbound delivery, in stock, outbound delivery, requires a certain set
up of the master data.
Package management can be applied to all purchased, distributed and manufactured
products. Transactions such as receiving, manufacturing, packing, moving, issuing may
be reported either through M3 in an interactive mode, or through Factory Track using a
portable device.

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13.1 Inbound Process

We focus on three different process flows that deal with inbound packages. We
consider:

• The procurement process: how to report advanced shipping notes (ASN) with the
packaging information.
• The production process: how to move and issue packed components and how to
report packed produced goods.
• The distribution process: how to move packages between warehouses, keeping
the package structure and dealing with deliveries / packages

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13.2 Warehouse Activities

When packages have been received into stock through the inbound processes, they can
be displayed, moved and adjusted whilst in the warehouse prior to being engaged in the
outbound processes.

The process descriptions show how these actions are carried out on a step-by-step
basis.

• Display Packages
• Package Operations
• Physical Inventory

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13.3 Outbound Process

Packages are received into stock through the inbound processes, they are further
controlled whilst in the warehouse and then they leave the warehouse typically to be
delivered to customers or other warehouses. The Outbound process descriptions show
how these actions are carried out on a step-by-step basis. A dedicated process
description explains how to perform operations with delivery packages using Factory
Track transactions.

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14 FINANCIAL PLAN TO REPORT
Within Financial Plan to Report the following process areas are covered; Cost
Accounting; Accounts Payable; Accounts Receivable; General Ledger; Current Assets;
Fixed Assets; Taxation; Risk Management; Reporting and Budgeting; Audit and
Accounting.

Please also refer to the Master Data section where processes to help you establish the
correct company structure and finance data are covered, among other areas covering
the creation of essential master data, transactions to archive, GDPR, job scheduler and
miscellaneous master data processes are covered.

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14.1 Cost Accounting

The process areas covered include;

1. How average costing and standard costing works for purchased goods.
2. Manual costing and market price updates for grower contract management
items.
3. Creating a standard product cost.
4. How cost information can be displayed.
5. Creating the internal accounting for integrated processes and how the results
can be monitored, corrected and updated.
6. Internal accounting transactions specifically for manufacturing orders.
7. Multi-unit coordination – the accounting transactions generated when the
demand from a customer order is fulfilled from another facility’s (& division’s)
warehouse.
8. Accounting for catch weight.
9. Accounting for grower contract management.
10. Accounting for freight management.

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14.2 Account Payable – Invoices without PO’s
to Display

The IA solution assumes invoices are coded to the correct account but are not approved
for payment (FAM function 115). A separate approval process is then carried out before
the invoice is approved for payment. Alternative processes would be;

• To register supplier invoices as they are received by the business. Using this
process the invoices are booked as unapproved onto a ‘clearing account’ code.
All invoices processed in this way must then be recoded. This does, however, add
an extra step to the supplier invoice process. The configuration for registering
invoices is provided (FAM function 110).
• To process the invoices as approved and correctly coded (FAM function 120).
Using this process would mean that the invoice approval process is done off-
system prior to the invoice being entered into M3.

There are various display functions available within Accounts Payable, which can
obviously be used at any time within the Accounts Payable process flow.

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14.3 Account Payable – Invoices with PO’s to
Month End

The IA solution assumes automatic matching by entering the purchase order number
which returns the goods receipt details. FAM functions 700 (next manual function 7) and
500 (next manual function 5) are included within the process flow.

Approved supplier invoices will be included within the payment proposal when due for
payment. Confirming the proposal will create the output according to the suppliers
payment method.

At the month end, the supplier records and balance accounts should be checked and
reconciled to ensure financial records are correct and complete.

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14.4 Account Receivable – Invoicing to
Reminders

Manual invoices may be processed for items not normally sold by the business. The
majority of sales invoices will be processed via a customer order and will automatically
update Accounts Receivable and the General Ledger. These invoices will be shown as
open items on the account and will become due for payment based upon the agreed
payment terms. Payment reminder rules are created in line with your business
relationship and credit agreements with customers. Payment reminders can be
produced and sent to customers. The customer can then check your invoices have been
received, processed and approved and so avoid late payments. Customer statements
are created to aid account reconciliation and avoid late payment issues with customers.

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14.5 Account Receivable – Customer Payments

Customer orders are raised and, once invoiced, the customer record in accounts
receivable will be updated along with the general ledger. These invoices will become due
for payment based upon the agreed payment terms.
As payments are received from customers, they should be processed in a timely fashion
to keep the customer accounts up-to-date. Payments will be received for an amount in a
certain currency and can be processed onto the customer account in a number of
different ways, depending upon the details of the payment itself.
Debit notes may also be received from customers reducing the payment amount. These
can be processed and then accepted with a credit memo or rejected with a bill back.

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14.6 Account Receivable – Direct Debits to
Month End

Customers may choose to pay via direct debits or the company may want to factor
some debt to improve the short-term cash flow.
Various display programs are available to analyze customer accounts and check the
customer’s open items and payments received.

Once all transactions are up-to-date as possible within accounts receivable, the period
end reconciliations and checks should be done to ensure everything is correct and
complete before the financial reports are produced.

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14.7 General Ledger Processes

When reviewing the financial information, you would generally start at a high level
within the general ledger and then drill down to analyze the information further. For
example, at month end, the financial information can be checked by producing reports
or by displaying the GL Balance File. See the Reporting and Budgeting section for more
details on reporting in M3.
The information within the general ledger is held at an aggregated level as well as at the
lowest detail level. The aggregated level of information is stored against balance file
keys. These relate to each of the 7 dimensions within the
accounts and so allow a quick analysis of the financial information using the different
dimensions. Other information can also be stored against balance file keys, for example
account group, customer, supplier group, and salesperson.

Further transactions can be processed, and any necessary corrections made to ensure
the financial records are correct and complete.

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14.8 General Ledger – Period and Year End

At the month and year end, once all the financial information is complete, correct,
reconciled and reported, the setup needs to be done in preparation for the new period
or financial year and the previous period or year can be closed
and historic data may be archived.

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14.9 Fixed Assets Set-up to Asset Register

Fixed Assets are registered against a fixed asset type and so the fixed asset types and
other fixed asset settings, relevant for your business, need to be decided. Once the
setup is complete fixed assets can be entered into the fixed
asset register. Examples have been preconfigured, but the settings should be changed
and updated to reflect your business requirements. Assets can be entered into the fixed
asset register manually or by processing a fixed asset invoice.

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14.10 Fixed Assets Depreciate to Month End

Depreciating fixed assets is legally required and implies a reduction of an asset’s

recorded value to ensure the correct value of an asset is accounted for. Furthermore,
company policy will consider depreciation, for management and cost
accounting purposes, to show the decrease in value caused by wear and tear, as well as
gradual obsolescence. A depreciation proposal is created, which is checked and can
then be updated to create the accounting journal postings. Assets may also need to be
revalued, impaired or the value adjusted and can be sold or disposed of. All such
transactions will update the asset register along with creating journal postings. The fixed
asset register should be checked on a regular basis to ensure the records are correct.

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14.11 Current Assets

Infor M3 Current Assets is the Module for Inventory and Work-in-Progress (WIP)
Reconciliation and Valuation. The tools enable you to value your inventory using a
number of different methods or principle. These methods include financial or
regulatory reporting, internal measurement or tax accounting.

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14.12 Taxation - EU

Infor M3 Tax Management eases the burden of tax compliance, provides

comprehensive tax information and assists a user’s operations in the complex world of
transaction taxation and reporting. In the IA solutions, the European division(s) is
configured for VAT (value added tax). Taxation reporting relies on the correct settings
being applied to the goods and movements. Once all the settings are correct the
transactions will simply feed the reports. Examples have been configured but the
settings should reflect your local requirements. Please use the documents below to help
in this process.

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14.13 Taxation - USA

Infor M3 Tax Management eases the burden of tax compliance, provides

comprehensive tax information and assists a user’s operations in the complex world of
transaction taxation and reporting. In the IA solutions, the US Division is configured for
Sales Tax . Taxation reporting relies on the correct settings being applied to the goods
and movements. Once all the settings are correct the transactions will simply feed the
reports. Examples have been configured but the settings should reflect your local
requirements.

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14.14 Risk Management

Infor M3 Risk Management is a sophisticated tool that assists you in protecting your
organization’s more liquid assets. A broad range of features provides for defining,
identifying, analyzing and processing corporate assets and related
transactions. As an advanced tool for all aspects of risk management, including trading,
currency and customer risks, Risk Management offers flexibility when tracking,
monitoring and enforcing an organization’s risk management policies.

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14.15 Reporting and Budgeting

Infor M3 Report Generator allows specific, customized reports to be created for on and
off-line use. The IA solution includes a preconfigured Income Statement Example report
preconfigured in the divisions and three Finance Key Ratio Reports preconfigured at the
company/blank division level. These reports are a monthly and quarterly balance sheet,
profit and loss and ratio report which should be run in that order and feed into the M3
Analytics solution. The Finance Key Ratio reports include the SEC (Securities and
Exchange Commission) requirement from 2017 for public companies to disclose the
CEO pay ratio.

Infor M3 Budgeting allows budget information to be uploaded, manually entered or

created from a previous budget. Business managers will be considering the future of the
business along with the monitoring of the actual/current position
of the business. Budgets and forecasts allow financial plans to be made based upon the
actual and expected performance of the business and market. These can then be
compared to actual performance and any differences can be investigated. Thus giving
managers a focus for financial improvements to be made.

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14.16 Audit and Accounting

It has become more common that auditors and some governments require audit
information in electronic formats. The global standard was originally set by the OECD
with their SAF-T format and this original standard has been well adopted and is being
adjusted by the tax authorities in many countries around the world.

Infor M3 provides a standard audit function that extracts SAF-T information from
various financial tables. An electronic file is produced in XML format that is the basis
required for auditing.

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Identify in column 30/10 whether the activity is part of the 30% or 10% of the 60/30/10 concept
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