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Copyright © 2015 Pearson Education, Inc.
Chapter 7
Supporting Procurement with SAP
Chapter Objectives/Study Questions
Q1. What are the fundamentals of a Procurement process?
Q2. How did the Procurement process at CBI work before SAP?
Q3. What were the problems with the Procurement process before SAP?
Q4. How does CBI implement SAP?
Q5. How does the Procurement process work at CBI after SAP?
Q6. How can SAP improve supply chain processes at CBI?
Q7. How does the use of SAP change CBI?
Q8. What new IS will affect the Procurement process in 2024?

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List of Key Terms
• 3D printing – also known as additive manufacturing, objects are manufactured
through the deposition of successive layers of material.
• Augmented reality – computer data or graphics overlaid onto the physical
environment.
• Bottleneck – event that occurs when a limited resource greatly reduces the output of
an integrated series of activities or processes.
• Bullwhip effect – occurs when companies order more supplies than are needed due to
a sudden change in demand.
• Buy-in – selling a product or system for less than its true price.
• Finished goods inventory – completed products awaiting delivery to customers.
• Internal control – control that systematically limits the actions and behaviors of
employees, processes, and systems within the organization to safeguard assets and to
achieve objectives.
• Invoice – an itemized bill sent by the supplier.
• Lead time – the time required for a supplier to deliver an order.
• Procurement – the process of obtaining goods and services such as raw materials,
machine spare parts, and cafeteria series. It is an operational process executed
hundreds or thousands of times a day in a large organization. The three main
procurement activities are Order, Receive, and Pay.
• Purchase order – a written document requesting delivery of a specified quantity of
product or service in return for payment.
• Purchase requisition (PR) – an internal company document that issues a request for
a purchase.
• Radio-frequency identification (RFID) – chips that broadcast data to receivers to
display and record data that can be used to identify and track items in the supply
chain.
• Raw materials inventory – stores components like bicycle tires and other goods
procured from suppliers.
• Returns Management process – manages returns of a business’ faulty products.
• Roll up – the accounting process to compile and summarize the accounting
transactions into balance sheets and income statements.
• Supplier evaluation process – process to determine the criteria for supplier selection
that adds or removes suppliers from the list of approved suppliers.
• Supplier Relationship Management (SRM) process – process that automates,
simplifies, and accelerates a variety of supply chain processes. It helps companies
reduce procurement costs, build collaborative supplier relationships, better manage
supplier options, and improve time to market.
• Supply chain management (SCM) – the design, planning, execution, and integration
of all supply chain processes. It uses a collection of tools, techniques, and
management activities to help businesses develop integrated supply chains that
support organizational strategy.
• Three-way match – the data on the invoice must match the purchase order and the
goods receipt.

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MIS InClass 7
1. Describe the order pattern from the customers to the retailer every week.
The order pattern from the customers to the retailer was random from week to week.
One week demand would be six bikes, and 12 the next. The following week demand
would be for only two bikes. Sometimes the demand would trend upward, steadily
increasing over a period of weeks. At other times, demand would slowly fall over a
period of time.
2. Why did the ordering pattern between the suppliers in the supply chain evolve
the way it did?
Initially, the ordering pattern between the stations was very erratic. A bullwhip effect
was created. As the game moved forward, product was able to work its way through
the supply chain, so orders were able to be met. This created a pattern of over-
ordering, which led to generally excessive inventory. As the randomness of the orders
was realized, the orders through the supply chain moved up and down as well.
3. What are the objectives and measures for each team’s procurement process?
The objectives for each station are to have less inventory and less backorders. To
measure this, stations use the total cost. The total cost is 0.5 (inventory) +1
(backorders).
4. Where is the IS? What would more data allow? What data are most needed?
There is not an IS present in the game. More data would allow materials planning
within the supply chain. Customer demand is most needed. It takes a long time to get
the customer data through the different stations. If the factory had a more direct view
of customer demand, the backorder and inventory problems would not be as
exaggerated downstream.
5. If you spent money on an IS, would it improve an activity, data flow, control,
automation, or procedure?
It would improve the linkage between the retailer and each of the stations in the
supply chain. Without an IS, each station can only know what the demand is one
station away, and there is an inherent lag. This lag can be reduced when every station
understands what the customer demand actually is.

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6. Create a BPMN diagram of your team’s weekly procurement process.
Procurement Process for Wholesaler
Purchasing Manager Warehouse Manager Fulfillment Manager
Phase
Receive Incoming
Orders and Advance
the order delay
Fill the Order
Place Order
Receive Inventory
and advance the
shipping delay
Record Back Log
Start
Enough
inventory to
fulfill
Yes
No
Check Inventory
Inventory
Update Inventory
Enough
Inventory
No
End
Yes
Update Inventory

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Using Your Knowledge
7-1. Two supply chain processes introduced in this chapter are Returns
Management and Supplier Evaluation.
a. Create a BPMN diagram of each of these processes.
Returns Managment
Retailer Factory Supplier
Phase
Start
End
Product Received by
Retailer
Product Returned to
Factory
Correct Supplier
Charged for Defect
Replacement
Product issued to
Customer
Product Received by
Factory
Product Examined
for Defect
Supplier Charged

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Supplier Evaluation
Approved Supplier List
Purchasing Manager
Phase
Approved
Supplier DB
Start
End
Suppliers are
nominated
Information
Gathered
Supplier
Approved
Update List
Yes
b. Specify efficiency and effectiveness objectives for each process and identify
measures appropriate for CBI.
Potential efficiency objective examples for:
Returns Management: Fewer product returns.
Supplier Evaluation: Time to approve suppliers.

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Potential effectiveness objective examples for:
Returns Management: Quality Controls.
Supplier Evaluation: Sufficient number of approved suppliers.
Potential efficiency measures for:
Returns Management: Percentage of quality control tests passed and inspecting
parts prior to assembly.
Supplier Evaluation: Inventory turnover.
Potential effectiveness measures for:
Returns Management: Decrease in Product Returns account.
Supplier Evaluation: Decrease in the number of suppliers removed from the list
of approved suppliers.
c. What new information system technologies could be used by CBI to
improve these processes, as specified by your measures in part b? Can AR,
RFID, or 3D printing be used to improve these processes?
Yes, RFID could be used to track batches of parts that fail a quality control
inspection, allowing CBI to find the parts before they are used to assemble other
products. Augmented Reality could be used when inspecting a returned product.
The parts in the product could be linked directly to the supplier, allowing CBI to
quickly charge the supplier for the defect to reduce its own Returns allowance
and increase its accounts receivable.
7-2. Which of the four nonroutine cognitive skills identified in Chapter 1 (i.e.,
abstract reasoning, systems thinking, collaboration, and experimentation) did
you use to answer the previous question?
Based on the example answer for question 1, the nonroutine cognitive skill of
systems thinking was used to determine what available technologies could be used
by CBI to help improve its processes and how the technologies could be leveraged
to help each other. Abstract reasoning was also utilized to determine in which step
of the process the technology could be used.
7-3. Which of the four skills in Exercise 7-2 would be most important for Wally’s
replacement?
Wally’s replacement will need to possess systems thinking in order to connect all of
the inputs and outputs produced by CBI into one big system. The three remaining
non-routine skills will also be important for Wally’s replacement. Technology
moves quickly and to remain an effective manager, Wally’s replacement will need
to move quickly as well. Over the course of ten or twenty years, the processes will
also change, creating more opportunities for CBI to improve and become an even
better business.

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7-4. The Procurement process in this chapter is an inbound logistics operational
process. Name two other operational processes at CBI. Describe two inbound
logistics managerial processes and two strategic processes.
Examples of two other operational processes are Accounts Payable and Conducting
Sales. Examples of inbound logistics managerial processes include materials
requirement planning and production assembly employee scheduling. Examples of
strategic processes include budget planning and determining future warehouse
space requirements.
7-5. If a warehouse worker opens a box and the contents are broken, those items
will be returned to the supplier. Add this activity to the BPMN diagram of the
Procurement process (Figure 7-14).
Updated BPMN for Figure 7-12
Purchasing Manager
Warehouse
Manager
SAP Application Accountant
Phase
Start
Update DB
Create Purchase
Requisition
Create Purchase
Order
Receive Goods
Receive Invoice
Yes
Consistent 3
Way Match
Pay Supplier
Yes
End
Retrieve Three-Way
Match Data
Update DB
SAP DB
No
Product in
Acceptable
Condition
Return Product to
Supplier
No
7-6. For the Procurement process after SAP implementation, what are the triggers
for each activity to start? For example, what action (trigger) initiates the
Create PO activity?
To start, the raw material inventory for a given product must drop below a
predetermined level. This will cause a purchase requisition to be created. Once a PR
is created, the purchasing manager must approve it in order to create a purchase
order. Once a PO is created and the materials are delivered, a goods receipt is

9 of 17
created. Once the goods are added to the inventory, the goods receipt creates an
entry in accounts payable. Once CBI receives the invoice for the PO, the receive
invoice process is triggered. This allows the Pay supplier activity to begin. Before
the post outgoing payment activity can be completed, the data from the PO, goods
receipt, and invoice must all be correct (the three-way match).
7-7. What kinds of errors can Wally, Maria, and Ann make that are not captured
by SAP? One example is that Wally might count 20 bottles and 30 cages but
mistakenly enter 20 cages and 30 bottles. Describe a particularly harmful
mistake that each can make and how the process could be changed to prevent
that error.
Wally could accidentally miss clicking OK for one of the products in the Goods
Receipt Screen. Maria could select the wrong supplier for a particular material. Ann
could select the wrong supplier to which to issue a payment. A particularly harmful
mistake that Wally could make is to forget to create a good receipt altogether. To
improve this process, augmented reality and RFID tags could be used to identify
materials that have been shipped by the supplier but have yet to be entered into
inventory at CBI. Maria could mistype a part number to be ordered. To prevent this,
a check could be run to confirm that the part number ordered is below the minimum
stock on hand. Ann could pay the wrong vendor. To prevent this, checks could be
used to ensure that the vendor being paid has an unpaid invoice with CBI and that
the amount of payment is less than or equal to the amount of the accounts payable
for that particular vendor.
7-8. How does a pizza shop’s Procurement process differ from CBI’s? What do you
believe is the corporate strategy of your favorite pizza franchise? What are the
objectives and measures of its Procurement process to support this strategy?
A pizza shop’s procurement process would need to be more efficient than CBI’s.
Pizza shops carry perishable items on their inventory, which means inventory must
be turned over quickly. Pizza shops also generally have narrow margins. This
means that there is not as much room to carry excess inventory like CBI might be
able to. Papa John’s, with over 3,500 locations, aims to provide better pizzas by
using better ingredients. This can be particularly difficult due to the need for fresh
vegetables. Because of this, the chain has local suppliers for each location. To
support the strategy, Papa John’s should have relatively small amounts of raw
materials on hand to make sure that the ingredients are fresh. This can be measured
by the inventory turnover for each ingredient. Another measure is the response time
by suppliers to provide the fresh ingredients. This can be measured by the order
fulfillment time.
7-9. 3D printing has many benefits for businesses. Suggest three products that CBI
might print instead of procure with traditional means and three that your
university might print.
Suggested answers for CBI:
• Any plastic parts for its bicycles, ranging from wheel reflector shells to handle-
bar plugs and from tire filler caps to water bottles and helmet shells.

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• Promotional materials such as key chains, custom signage for store display, etc.
• With the right technology and printer cartridges, metal parts may be part of the
process in the future. There are currently experiments with titanium printing that
would allow the printing of high-end gears, derailleurs, etc.
Suggested answers for a university:
• Athletic equipment (think football, hockey, etc.).
• Keys, most universities spend significant funds on key manufacture and control.
• Soft and hard goods with the university seal/logo for sale in the bookstore and at
events.
Students will certainly have a plethora of suggestions.
Which procurement objectives does 3D printing support?
Procurement is primarily associated with inbound logistics. It is the process by
which goods are ordered, received, stored, disseminated within the organization,
and paid for. 3D printing affects ordering (to some extent), receipt, storage, and
dissemination (depending upon where printing occurs relative to the ultimate user’s
location).
7-10. Augmented reality will help employees find items in a warehouse, but this IS
may also support many other processes. Name two and describe how AR will
improve them. Use Google Glass as one example of using AR, and use another
example of AR for your other process.
AR could assist with navigation though a large facility to locate an individual or
functional location. AR could also be used to help a person during a presentation by
presenting context sensitive information viewable only by the presenter regardless
of the presenter’s proximity to a computer (think Google Glass). In a more
traditional sense, AR could present 3D images of complex designs to assist in
product repair, virtual design interaction, etc. If AR is tied to GPS, which is
certainly a reality, your smartphone can present an AR view of your current
location to give you information about your surroundings, or possibly suggest
possibilities for a sales call close to you, for example.

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11 of 17
Collaboration Exercise 7
1. Figure 7-8 lists problems with the Procurement process at CBI. Which of these
would apply to the university? Which would not? What are some procurement
problems that might be unique to an athletics department?
In the Accounting role, three-way match discrepancies and the lack of real time
accounting data would apply at university. Purchasing agents could be spread across
many departments and colleges. Internal controls could also be weak in the
Purchasing role. The problems with finished goods inventory and raw materials
inventory would not apply to the university. The athletics department, on the other
hand, may face issues with procurement due to the need for a very specialized piece
of athletic equipment that is only offered by a limited number of suppliers. An
athletics department might also face issues with increased procurement costs because
of low order volumes. It might be difficult to obtain economies of scale when there
are only 25 hockey players who need hockey skates ordered for the season.
2. Figure 7-12 lists objectives and measures that the managers at CBI determined
for the Procurement process. What objectives and measures would you suggest
for the university? What objectives and measures would you expect the athletics
director to suggest (do not use the objectives and measures from Chapter 6)?
For the university, an objective should be to reduce inventory. Another objective
could be to reduce costs. Measures for these objectives would be decreasing
inventory costs from 25% of sales to 15% and to reduce product costs by 5%. The
athletics department should use objectives like reduce cost and increase the volume of
cross-selling. Measures could include reducing product costs by 10% and increasing
cross-selling revenues by 25%.
3. Figure 7-28 lists the impacts of SAP on an organization. Which of these impacts
would affect the athletics department?
Of the four items listed, new skills needed and process focus would affect the
athletics department. The department will need to train employees to be proficient
with the supply chain management system, and to utilize employees’ abstract
reasoning and analytical skills. The athletics department will also need to focus on
processes. The inputs and outputs into the system will provide more data for the
department’s customers and suppliers.
4. Chapter 1 explained four nonroutine cognitive skills: abstract reasoning, systems
thinking, collaboration, and experimentation. Explain how implementing the
new Procurement process at CBI will require each of these skills from the
members of the SAP implementation team.
Abstract reasoning is needed to create and manipulate the models for CBI’s
processes. Ultimately, the process used by the employees and the process that the
SAP software is designed to aid must be the same. It may require the human
processes and computer processes to be tweaked in order to work together. Systems
thinking will be needed in order to fully realize the benefits provided by SAP. The
ERP system creates many inputs and outputs which can be used by the company to

12 of 17
increase the efficiency of it processes and to increase its operating margins. It is up to
the employees to realize how the data can be used. Collaboration is essential for a
successful implementation. Employees from different areas of the company will need
to work together toward a common goal for the investment in the system to be
worthwhile. Experimentation is needed to pursue potential solutions to problems in
the processes and to foster learning opportunities. Not every experiment will be
successful; the opportunity comes in learning something from a failed experiment
other than the knowledge that what was tried did not work.

13 of 17
Active Case 7: SAP PROCUREMENT TUTORIAL
7-11. Describe your first impressions of SAP.
SAP can seem very large and daunting at first glance. Users may have feelings of
confusion and even intimidation. Many textboxes create many opportunities for
user error. However, while SAP may seem a little overwhelming, the system has
many controls in place. Some of these controls include data validation (selecting
vendors or products from a pre-populated list), and auto-completed fields, which
prevent user inputs from being incorrectly entered.|
7-12. What types of skills are necessary to use this system?
In order to use the SAP system, the user needs to possess analytical skills. The
system produces many data points. SAP relies on the efficiency of underlying
processes in order for businesses to gain the full benefit. The processes are designed
and executed by those that use the system.
7-13. Create a screen capture of an SAP screen. Underneath the image, provide an
answer to each of the following questions:
The Post Outgoing Payments screen is used as an example.
a. In which of the activities does this screen occur?
The screen occurs in the Post Payment activity.
b. What is the name of this screen?
This screen is called the Post Outgoing Payments Header screen.

14 of 17
c. What is the name of the screen that precedes it? What screen comes after
it?
The screen that precedes the Post Payment Header screen is the Outgoing
Payment screen. The screen that follows the Post Payment Header screen is the
Post Outgoing Payments process open items screen.
d. What actor accomplishes this activity?
The actor that accomplishes this activity is Ann from accounting.
e. Describe an error that this actor may do on this screen that SAP will
prevent.
Without SAP, Ann could enter the wrong amount for payment. While SAP does
not outright prevent this action, it does provide a check figure in the “Not
assigned” box. If the value for the not assigned box is not zero, Ann will know
that there is an error.
7-14. Make an informal diagram of the four main actors: Supplier (Composite
Bikes), Purchasing (Maria), Warehouse (Wally), and Accounting (Ann). Draw
arrows that show the data that flows among the actors during this process.
Number the arrows and include on each arrow what data are included in the
message.
Case 7 Question 4
Supplier Purchasing Warehouse Accounting
Phase
Start
1. Purchase Requisition Request
Receive Purchase
Request
Create Purchase
Order
Fill Purchase Order
Create Goods
Receipt
Issue Payment
2. Required Material
3. PO information
4. Product
5. Invoicing Information
Send Invoice 6. Invoice
Receive Payment
Create Account
Payable
7. Receipt Confirmation
8. AP Information
9. Payment Data
End

15 of 17
7-15. Using the same four main actors as in question 7-14, this time show with the
arrows how the material (the water bottles and cages) moves.
Case 7 Question 5
Supplier Purchasing Warehouse Accounting
Phase
Receive PO / Ship
Order
Receive Order /
Create Goods
Receipt
Start
End
1. Order Contents

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