Professional Documents
Culture Documents
Particulars
Introduction to Financial Accounting and Controlling Financial Accounting Enterprise Structure Reconciliation Accounts Business Areas Financial Accounting Overview Controlling Organisational Structures FI & CO Integration CO Architecture CO Account Assignment Objects CO Standard Hierarchy Cost Center Planning
Page No
2 3 4 5 6 8 8 11 12 12 13
Figure 1.1 FI produces the legal / statutory accounts, standard ledgers, and financial statements as per accounting standards. CO allows monitoring costs and revenues, applying managerial
2
2.1
2.2
2.3
Company
Independant Accounting Entity
Chart of Accounts
Structure of General Ledger Accounts
Account Groups
Types of Accounts
Asset Accounts
Material Management Accounts General Balance Sheet Accounts Revenue Accounts Expense Accounts Liquid Fund Accounts
Address
Currency
Country Key
Language Key
Figure 2.1
Figure 2.2
4
Figure 3.1 Reconciliation accounts cannot be directly posted to. Financial accounting entries need to be made in the sub ledgers. Sub ledgers are used for asset accounts, accounts receivable, and accounts payable.
Figure 4.1
All G/L account postings that post to business expense accounts automatically send the expenses as costs to Controlling. The balances of G/L accounts are used to calculate financial statements.
Figure 5.1
Figure 6.1 Profitability Analysis (CO-PA) analyses the profit or loss of an organization according to individual market segments. For each market segment, the system allocates the corresponding costs to the revenues. Profitability analysis provides a basis for decision-making, price determination, customer selection, conditioning, and for choosing the distribution channel. Overhead costs are costs that cannot be directly assigned to the manufacturing of a product, or the provision of a particular service. Overhead cost controlling assigns all overhead costs to the locations at which they were incurred, or to the activities from which they arose.
Similarly, all expense & revenue GL accounts in FI need to have corresponding cost elements and revenue elements in CO. Transactions posted to GL accounts are automatically updated to their corresponding primary cost & revenue elements.
Figure 7.1 The chart of accounts (PSOC) contains all the general ledger (G/L) accounts belonging to financial accounting. Postings in FI are passed on in real-time to Cost and Revenue Element accounting (CO-OM-CEL) and vice versa. In addition, it is only in Controlling that secondary cost elements can be created. These are used to record internal cost flows: activity / overhead allocations, assessments and settlements. The integrated view of the FI and CO structures is presented in figure 5.2.
Figure 7.2 The integrated nature of the R/3 system means that expense accounts in Financial Accounting need to have corresponding primary costs elements in Controlling. This ensures reconciliation of expenses in FI with primary costs in CO. Before creating primary cost elements in CO, respective G/L accounts in FI need to be created first. To be able to post to a primary cost element, a cost-carrying object (such as a cost center) is required to identify the origin of the costs. Examples of primary cost elements are: material costs and salary costs. Secondary costs elements are used exclusively in CO to identify internal cost flows, such as assessments or settlements. They do not have corresponding general ledger accounts in FI and are defined only in CO. For analyzing revenues in cost controlling, the R/3 system records them as revenue elements. Revenue elements too are primary cost elements.
10
Figure 8.1 This figure illustrates the essential features of the CO architecture. Arrows between different CO components display the typical cost and activity quantity flows (such as working hours) which occur between these components. Similarly, costs from Overhead Controlling (OM) and Product Cost Controlling (PC) can flow into Profitability Analysis (PA). In PA, costs combined with revenue data can be used to calculate operating results. This helps in conducting profitability analysis for each specific area. Other R/3 applications too can post costs or revenues to CO. The arrows between FI and CO illustrate the relationship between Financial Accounting (FI) and CO. Hence, for example, postings to expense account in FI can automatically post costs in the OM components in CO. In the same way FI can post revenues directly in component PA.
11
Note: Cost centres are organizational units within a controlling area that represents a defined location of cost incurrence. It defines the smallest area of responsibility within the company that causes and influences costs; the lowest level to which direct and indirect costs can be assigned meaningfully.
Section 10 CO Hierarchy
The standard hierarchy is a classification structure to which all cost centres within a controlling area must be assigned. Cost centres can be structured / grouped to meet the organisations internal reporting requirements. It is useful to structure them in the same way as the company is structured. These separate areas usually correspond to the functional areas represented in the enterprise organizational diagram. For overhead cost controlling, cost centres of similar types are combined, according to decisionmaking processes, supervisory (checking), or managerial functions. A cost centre standard hierarchy is created to represent these different types of cost centre in a structured form. Each level or node of the standard hierarchy represents a cost centre group. The structured form of PSOs cost centres has been displayed in figure 9.1:
12
Figure 10.1
13
Plan the structure of the organizations future operations for a clearly defined time period. Internal and external (market) factors affecting an organization must be considered. Control business methods within the current settlement period. This ensures keeping to the plan as closely as possible. Iterative planning allows adapting the target performance to reflect any changes in the organizational environment. Monitor efficiency after completion of the settlement period using plan/actual or target/actual comparisons. Provide a basis for the valuation of organizational activities, independent of random fluctuations.
Cost center planning is a sub-area of the overall business planning. For this reason, the integration and reconciliation of cost center planning is of particular importance.
Figure 11.1
14