Book Image

Becoming a Dynamics 365 Supply Chain Management Functional Consultant Associate

By : Juan Bravo Vargas, Mariano Martínez Melo
5 (1)
Book Image

Becoming a Dynamics 365 Supply Chain Management Functional Consultant Associate

5 (1)
By: Juan Bravo Vargas, Mariano Martínez Melo

Overview of this book

Meeting delivery commitments has become increasingly challenging due to evolving demands and fluctuating material availability. As a result, establishing robust systems and processes that can adapt to this dynamic environment has become a necessity. With Becoming a Dynamics 365 Supply Chain Management Functional Consultant Associate, you’ll understand how to initiate and implement effective supply chain management processes. This book begins with an overview of the processes and modules within Dynamics 365 and then delves into real-life case studies involving procurement, sales, and quality assurance. You’ll explore more advanced tools and core processes, such as warehouse and transportation management, which allows you to define storage flows and shipping controls. You’ll also learn about the various tools available to define solutions and discover how to work within the Dynamics 365 Supply Chain Management platform. The last set of chapters will take you through the planning techniques and considerations to schedule and control all supply process flows seamlessly. By the end of this book, you’ll not only be well-prepared to obtain your certification as a Microsoft Dynamics 365 Supply Chain Management Functional Consultant Associate but also be equipped to solidify your expertise and pursue exciting career opportunities.
Table of Contents (14 chapters)

Intercompany planning

In some cases, companies have different legal entities for different business purposes. For example, for the car manufacturing business, we can have a legal entity that buys and sells car parts, another legal entity that manufactures and sells cars, and a third company that handles car repair services.

Extending our scenario, we can have segregated operations as follows:

Figure 11.17 – Intercompany planning scenario

This scenario is the same as what was described in the previous section, but now, the manufacturing process is done by another legal entity of the same group, forcing intercompany planning.

From the bike manufacturing company, we will create or plan production orders, and that demand will be transferred to the bike parts company, which will plan their purchase accordingly.

We need to start by configuring the following:

  • Intercompany planning groups
  • Intercompany trade
  • Demand forecasting/or...