SAP 销售和分销中的公司间销售？《转》公司间销售：所谓公司间销售就是公司BP01销售给客户，而发货方是公司BP0X，公司间销售时需要处理两张发票,一张是公司BP01开给客户的,一张是公司BP0X开给公司BP01的，也就是说，公司BP01对客户产生应收，公司BP0X对公司BP01产生应收，同时公司BP01对公司BP0X产生应付。
配置原理：公司BP0X开给公司BP01的发票的标准配置是IV，其计算是使用的价格就是IV01或IV02(分别参考PI01和PI02).这张发票开出后,销售公司收到可以手工做张凭证:记对发货工厂的应付,销售成本和进项税.或者利用IV发票的特殊输出类型RD04由系统自动在开公司间发票时生成销售公司的会计凭证，或者在产生iv的同时透过idoc自动产生销售公司的应付。
配置步骤：1）建立客户主数据，方法是在供货公司B的下面建立一个客户，该客户的统御科目是公司间交易；2）给公司间出具发票分配订单类型，路径在SPRO—销售和分销—出具发票—公司间出具发票—定义公司间开票的订单类型，也可以直接在销售—销售单据—销售凭证抬头—定义销售凭证类型中定义销售订单类型，定义时确定哪些单据类型可以和公司间销售联合使用，然后给该销售单据类型的配置：“出具发票—公司间出具发票类型”中分配一个公司间出具发票类型，标准的为IV；3）在“按工厂分配组织单位”中，为BP01、BP0X公司下的交货工厂分配销售区域，分配完成后，交货工厂才可以使用销售区域来处理公司间出具发票的业务；4）在“按销售组织定义内部客户号”中，定义内部客户编号，内部客户编号代表在公司间销售处理中将要开票的销售组织；5）分配组织结构，将公司B的工厂分配到公司A的销售组织下面；6）定义定价过程，在公司间销售订单对应的定价过程中，需要将TSPP的“√”选中”；7）在“出具发票—出具发票凭证—维护开票凭证的复制控制”中，维护公司A 出具给客户的发票到公司间发票的复制控制规则；8）物料的需求：需要在公司BP01和BP0X同时维护，同时需要在公司BP01对应的物料“销售视图1”中，将交货工厂维护为公司BP0X的工厂；9）在创建销售订单和交货单时，销售订单和交货的创建都需要在公司BP01的销售区域下进行，同时在销售订单中，需要在订单行项目层次，将交货工厂改为公司BP0X的交货工厂；10）交货完成后，需要根据交货单创建两张发票，可以用VF01或VF04选择不同的开票类型：“与交货相关”和“公司间出具发票”，分别给出具发票，前者由公司BP01给其客户，后者由公司BP0X给公司BP01。
公司间销售时需要处理两张发票,一张是销售公司开给客户的,一张是发货公司开给销售公司的.后者就被称为公司间发票标准的是IV,其计算是使用的价格就是IV01或IV02(分别参考PI01和PI02).这张发票开出后,销售公司收到可以手工做张凭证:记对发货工厂的应付,销售成本和进项税.或者利用IV发票的特殊输出类型RD04由系统自动在开公司间发票时生成销售公司的会计凭证.销售公司对制造公司的应付，系统可以自动产生的，就是产生iv的同时透过idoc 可以产生应付使用标准的系统配置就可以，pi01和pi02是统计用的，pi01是基于数量的，pi02是基于百分比，标准的pricing procedure是rvaa01。
只要订单中的交货工厂是跨公司的，pi01或pi02就会自动带出来。
公司间采购简化版关于公司间原料采购的操作方案由于新公司的启用，老公司与新公司之间会存在原料互相调拨的情况，为了尽可能的简化业务操作和满足需求，我们建议采用下列操作方法：1、物料移动采用301移动类型(工厂到工厂一步到位法)，事务代码MB1B举例说明：将物料1200004从1000工厂（老公司）3011库存地转到2000工厂（老公司）3011库存地。
执行MB1B，移动类型301，保存后，该物料120004即从1000工厂的3011转移到了2000工厂下的3011库。
该物料凭证会同时产生二张会计凭证，分别在1000和2000公司代码下，具体凭证如下：1000公司（销售物料方）凭证如下：借：过渡科目（可自行定义）贷：原材料（成本价）2000公司（采购物料方）凭证如下：借：原材料贷：过渡科目（可自行定义）2、月末财务开具发票，手工编制销售收入和采购业务凭证，当月需开票数可以通过MB51,查询301的移动类型。
1000公司（销售物料方）出具发票后，编制凭证如下：借：应收帐款－关联方（2000公司）贷：其他业务收入贷：应交税金－销项税同时结转其他业务成本借：其他业务成本贷：过渡科目2000公司（采购物料方）收到发票后，编制凭证如下：借：过渡科目借：应交税金－进项税贷：应付帐款－关联方（1000公司）借/贷：材料成本差异（如果实际开票价格不等于结转的成本价，最好是指定物料）Tips for SAP rollout project -_-!!累死累活写了这么多，不留个纪念貌似对不起消耗的碳水化合物啊。
As per my experience and understanding, following points which I learnt from GFAU rollout may contribute to a successful rollout project. These points listed below doesn't work as a SD specific guideline, it pretty much may be regarded as experience sharing.1. Template knowledge transfer and customer customized solutionAs far as I'm concerned, usually we are likely to build up the questionnaires from standard SAP view, but customer maybe have customized many add-ons based on SAP standard functions. So those customer specific solutions, on which should be put more effort for discussion. The more information we get, the easier we can tackle surprises on following phases. Especially for those highly customized system by customer, like GFAU. Both customers and SAP team were bombarded by heavy email communication during realization due to lack of enough global template knowledge.2. Fit/Gap analysisElaborate the template to local customers, and try to note down their local requirements in detail whatever it makes sense or not. Afterwards, all those information different from template can be translated in to GAP list. From time to time, the point which is ignored on this phase, may be raised again on system realization, as customer sometimes is not quite sure what's their exact requirements. It may involve group discussion from different departments. Finally, double check with local key user to minimize the GAP, and stick to it.3. Output formsThe Form format is also a key point for SD. It may involve some of followings in one project, order confirmation, delivery note, goods issue slip, normal invoice, proforma invoice, credit and debit memo, etc. During GFAU realization, we spent big chuck of time on discussing the layout and testing . So it's better to have customer prepare the format in advance, latter we can spend less time polish the layout.4. SD customizing listDuring my last project, before the knowledge transfer, I built up a customizing list which contains almost all SAP standard functions used by customer, for example, sales order types, item categories, pricing procedure, partner determination, billing types and output types, etc. Since not all of them can be implemented in China, it speed up the knowledgetransfer by marking China relevant items directly in the list instead of navigating in SAP. And it's easier to discuss based on one Excel book.5. Issue list and reportFrom project management point of view, in order to avoid email overload and miscommunication, the approach for issue raise and status report should be discussed and finalized at the beginning. Also it helps to put both customer and SAP team into the same picture.One more point, it makes more sense to understand customer's business process from his/her point view instead of sticking to SAP standard solution, which can prevent us from missing some points. That's all what I learnt from my previous project experience. Hope it helps.。
