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Group Company (in
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Company Code Company Code Company Code

Business Area Business Area Business Area

Functional Area

Functional Area

Functional Area

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Chart of Accounts

Group Chart of Accounts Operational Chart of Accounts – Country Specific Chart of
-Group level reporting purposes for day to day operations of the Accounts –According to the
Company Country Specific Law

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Over view of Controlling Owner of the document : 1
Srinivasa Rao Thotakura



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Controlling
• Controlling provides you with information for management
decision-making. It facilitates coordination, monitoring and
optimization of all processes in an organization. This involves
recording both the consumption of production factors and the
services provided by an organization.

• As well as documenting actual events, the main task of controlling
is planning. You can determine variances by comparing actual data
with plan data. These variance calculations enable you to control
business flows.
• Income statements such as, contribution margin accounting, are
used to control the cost efficiency of individual areas of an
organization, as well as the entire organization.
Integration
• Controlling (CO) and Financial Accounting (FI) are independent
components in the SAP system. The data flow between the two
components takes place on a regular basis.


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Scope of Modules

• Basic Settings
• Cost Centre Accounting
• Internal Order
• Profit Centre Accounting
• Profitability Analysis
• Overview of Product Costing




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Flow Chart of Controlling

Controlling Area
Company

Company. Code Controlling Area

Cost Centre Profit Centre
Internal Order Profitability Analysis Product Costing
Accounting Accounting


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Cost Centre Accounting

• Cost Centre Accounting is used to analyze the overhead costs
according to where they were incurred with the organization
Purpose
• You use Cost Center Accounting for controlling purposes within
your organization. The costs incurred by your organization should
be transparent. This enables you to check the profitability of
individual functional areas and provide decision-making data for
management. This requires that all costs be assigned according to
their source. However, source-related assignment is especially
difficult for overhead costs. Cost Center Accounting lets you
analyze the overhead costs according to where they were incurred
within the organization
• Dividing an organization into cost centers allows you to follow
several goals, depending on the cost accounting method.


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Internal Orders
Purpose
• Internal orders are normally used to plan, collect, and settle the costs of
internal jobs and tasks. The SAP system enables you to monitor your
internal orders throughout their entire life-cycle; from initial creation,
through the planning and posting of all the actual costs, to the final
settlement and archiving

Internal order management is the most detailed operational level of cost
and activity accounting. It can be used for:

• Cost monitoring, for example, where costs need to be looked at from
object-related aspects, unlike in Cost Element Accounting or Cost Center
Accounting
• Assisting decision-making, when you need to decide between in-house
production and external procurement


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Profit Center Accounting
• Profit Center Accounting (EC-PCA) lets you determine profits and
losses by profit center using either period accounting or the
cost-of-sales approach. It also lets you analyze fixed capital and
so-called “statistical key figures” (number of employees, square
meters, and so on) by profit center. Consequently, you can calculate
all key figures commonly used in cost accounting (return on
investment, cash flow, sales per employee, and so on).
• A profit center is a management-oriented organizational unit used
for internal controlling purposes. Dividing your company up into
profit centers allows you to analyze areas of responsibility and to
delegate responsibility to decentralized units, thus treating them as
“companies within the company”
• The profit center differs from a cost center in that cost centers
merely represent the units in which capacity costs arise, whereas the
person in charge of the profit center is responsible for its balance of
costs and revenues.


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Profitability Analysis
• Profitability Analysis (CO-PA) enables you to evaluate market segments,
which can be classified according to products, customers, orders or any
combination of these, or strategic business units, such as sales
organizations or business areas, with respect to your company's profit or
contribution margin.
• The aim of the system is to provide your sales, marketing, product
management and corporate planning departments with information to
support internal accounting and decision-making.
• Two forms of Profitability Analysis are supported: costing-based and
account-based.
• Costing-based Profitability Analysis is the form of profitability analysis
that groups costs and revenues according to value fields and costing-based
valuation approaches, both of which you can define yourself. It guarantees
you access at all times to a complete, short-term profitability report.
• Account-based Profitability Analysis is a form of profitability analysis
organized in accounts and using an account-based valuation approach.
The distinguishing characteristic of this form is its use of cost and revenue
elements. It provides you with a profitability report that is permanently
reconciled with financial accounting.


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Profitability Analysis 2

You can also use both of these types of CO-PA simultaneously.


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Product Cost Controlling

Purpose
The component CO-PC-IS (Product Cost Controlling Information System)
provides an extensive and powerful range of reports for the
following areas:
Product Cost Planning
Cost Object Controlling with the subcomponents
Product Cost by Period
Product Cost by Order
Product Cost by Sales Order
Costs for Intangible Goods and Services
Actual Costing / Material Ledger
You can use the Information System to evaluate the data generated in
the respective components. The information system provides reports
for both standard and specialized analysis purposes.
Integration

• The information system is a part of Product Cost Planning, the application
component Cost Object Controlling, and Actual Costing / Material Ledger.


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Purpose of Product Cost Planning

• You can use Product Cost Planning to do the following:
• To calculate the non-order-related cost of goods manufactured and
cost of goods sold for each product unit
• To establish how the costs are broken down for each product, and to
calculate the value added for each step of the production process (
Concept of Cost Rollup)
• To optimize the cost of goods manufactured through comparison
costing ( Product Cost Controlling Information System)
• To provide basic information for other R/3 applications, for
example:
• To establish standards with which to assess production
efficiency in Cost Object Controlling
• To update prices in the material master record and in
Profitability analysis
• Lower price limits for Sales and Distribution


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Features -of Product Cost Planning

The following graphic illustrates the aims of Product Cost Planning,
which are:
• Calculation of the cost of goods manufactured (COGM) and the cost of goods sold (COGS)
of a product
• Analysis of the costing results using the various reports available
• Provision of information for other SAP applications


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Profit Centre 3

Cost Centre Cost Centre

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Company

Company Code

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