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SAP C-TS422-2023 Exam Syllabus Topics:

Topic	Details
Topic 1	Material Requirements Planning in SAP S 4HANA: This part of the exam covers an examination of planning strategies, tools, and long-term planning concepts. Overview of MRP fundamentals and lot size procedures.
Topic 2	Lean Manufacturing in SAP S 4HANA: This section covers repetitive manufacturing master data, line load planning, and Kanban systems.
Topic 3	Process Orders in SAP S 4HANA: This section covers an introduction to process order components, processing, and relevant master data objects. Overview of Good Manufacturing Practices (GMP) features.
Topic 4	Advanced Planning in SAP S 4HANA: This section includes an overview of advanced planning fundamentals and master data. Explanation of key tools and processes. Discussion of planning evaluation concepts.
Topic 5	Introduction to SAP S 4HANA Production Planning: This section covers an overview of production planning components, functions, and planning approaches. Exploration of emerging trends.
Topic 6	Managing Clean Core: This section covers the application of clean core principles to enhance business process agility, reduce adaptation efforts, and drive innovation in ERP systems.
Topic 7	Master Data in SAP S 4HANA: This section covers the exploration of crucial production-related master data elements, with emphasis on bill of material, routing, and production version.

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SAP S/4HANA Cloud Private Edition - Production Planning and Manufacturing Sample Questions (Q62-Q67):

NEW QUESTION # 62
What are some benefits of planning with planned independent requirements for finished materials? Note:
There are 2 correct answers to this question.

A. Reduced delivery times
B. Option to forecast planning for production resources
C. Option to use make-to-order production
D. Reduced times for final assembly

Answer: A,D

Explanation:
Planning withplanned independent requirements(PIRs) in SAP S/4HANA (entered via MD61) for finished materials offers benefits in a make-to-stock or forecast-driven environment:
* Reduced delivery times(A): By planning PIRs in advance (e.g., strategy 10 or 40), production can start before sales orders arrive, ensuring finished goods are available in stock. This shortens the time between order receipt and delivery, improving customer service levels.
* Reduced times for final assembly(B): In strategies like 40 (Planning with Final Assembly), PIRs trigger procurement and production of components early. When sales orders arrive, only final assembly is needed, reducing the overall lead time for completion.
Option to forecast planning for production resources(C) is a byproduct of capacity planning (e.g., CM01), not a direct benefit of PIRs-PIRs focus on material demand.Option to use make-to-order production(D) contradicts PIRs, which are for make-to-stock or forecast-based planning (e.g., strategies 10, 40), not MTO (e.
g., strategy 20). This is per SAP's demand management benefits.

NEW QUESTION # 63
What time element of midpoint scheduled operations can be reduced by reduction strategy settings while dispatching? Note: There are 2 correct answers to this question

A. Move time
B. Setup Time
C. Queue
D. Teardown time

Answer: B,D

Explanation:
The time element of midpoint scheduled operations that can be reduced by reduction strategy settings while dispatching are teardown time and setup time. Teardown time is the time required to dismantle the production equipment after the operation is completed. Setup time is the time required to prepare the production equipment before the operation is started. Both teardown time and setup time can be influenced by the reduction strategy settings, which define the percentage of reduction and the minimum duration for each time element. The reduction strategy settings can be maintained in the work center or the routing. The system applies the reduction strategy settings when dispatching the operations to the resources in the planning board or the product view. Reference: SAP S/4HANA Manufacturing for Planning & Scheduling - Implementation Guide, page 32; [SAP S/4HANA Production Planning and Manufacturing Certification Guide], page 81.

NEW QUESTION # 64
You have maintained the parameters for simple discontinuation in the material master of a component. Which business process will be affected if the available stock is zero and the discontinuation date is in the past?

A. Kanban
B. Production order release
C. Material requirements planning
D. Backflushing

Answer: C

Explanation:
Simple discontinuation in SAP S/4HANA (material master, MRP 4 view, fields: Discontinuation Indicator, Effective-Out Date, Follow-Up Material) replaces a discontinued component with a follow-up material when stock is depleted. If the available stock is zero and the discontinuation date is in the past:
* Material requirements planning(C): MRP (MD01/MD02) is affected because it checks the discontinuation settings. When stock is zero and the effective-out date has passed, MRP stops generating requirements for the discontinued material and creates them for the follow-up material instead (visible in MD04). This ensures planning continuity with the replacement.
Backflushing(A) (e.g., during CO11N) uses existing stock or reservations, not directly impacted by discontinuation unless stock is unavailable-but it's a downstream process.Kanban(B) relies on replenishment triggers, not discontinuation logic, though stock-outs could disrupt it indirectly.Production order release(D) (CO02) checks material availability, but discontinuation is handled in MRP, not at release.
This is per SAP's discontinuation process.

NEW QUESTION # 65
What is the work center hierarchy in capacity planning?

A. A group of alternative work centers providing a cumulative available capacity for production
B. A group of alternative work centers for production, structured in hierarchy levels by priorities
C. A group of work centers in a production line being used in sequence for production
D. A group of work center in a parallel sequence that is used to split production quantities and work on them in parallel

Answer: A

Explanation:
A work center hierarchy is a business object in PP/DS that defines the structure and sequence of resources that are used for a production process. You use this object to represent the logical and physical dependencies of the resources and to control the scheduling and sequencing of the operations or orders. A work center hierarchy allows you to model the production flow and capacity more realistically and ensure the technical feasibility of the production plan1 A work center hierarchy can also be used to cumulate the available capacity and capacity requirements of the resources in capacity planning. You can cumulate the available capacities from subordinate work centers to a superior work center level in order to determine the total available capacity for the superior work center. This way, you can use a work center hierarchy as a group of alternative work centers that provide a cumulative available capacity for production23 Reference:
Work center hierarchy | SAP Help Portal
Work Center Hierarchy - SAP Help Portal
Highlights for Manufacturing in SAP S/4HANA 2021 - Part 2: Production Planning, Engineering, Operations | SAP Blogs

NEW QUESTION # 66
Your project team decided to use a make-to-order planning strategy material in discrete manufacturing.
what is the impact of this decision?
Note: there are 2 correct answers to this question

A. Both the reduction of make-to-order stock and requirements occur on delivery
B. Net requirement calculation is carried out for every sales order individually.
C. Sales orders have to be ATP-confirmed (available-to-promise) to saved.
D. Production orders are created with sales order reference.
E. Storage Location MRP areas are required for sales-orders-specific stock.

Answer: B,D

Explanation:
In make-to-order production, the production planning is initiated only when a sales order is received. The system does not perform a net requirements calculation between individual sales orders or with the make-to-stock warehouse stock1. Therefore, option B is correct. Additionally, production orders are created with sales order reference, which means that the costs and revenues of the sales order are settled at the end of the production process2. Therefore, option E is also correct. The other options are not valid for make-to-order production. Storage location MRP areas are not required for sales-order-specific stock, as the stock is managed at the sales order level3. The reduction of make-to-order stock and requirements does not occur on delivery, but on goods issue to the sales order1. Sales orders do not have to be ATP-confirmed to be saved, as the availability check is optional and can be performed later. Reference: 1: Strategies for Make-to-Order (MTO) Production | SAP Help Portal(https://help.sap.com/docs/SAP_S4HANA_CLOUD/2bba750d1e124e1ea2a039bb1cd9b6c5/3b24bf53d25ab64ce10000000a174cb4.html)2: Outlining Make-to-Order Production - SAP Learning(https://learning.sap.com/learning-journeys/discovering-the-basics-of-sap-s-4hana-manufacturing/outlining-make-to-order-production_be788c36-6fd4-4f1e-b054-635435247918)3: Storage Location MRP Areas | SAP Help Portal. : Availability Check and Requirements in Sales and Distribution Processing | SAP Help Portal.

NEW QUESTION # 67
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