Oracle Account Payables – Vendor Definition – Overview


Use the Supplier window to maintain supplier info. If a supplier is also a customer, then enter the cust account number. For a supplier’s supplier , u can enter the primary supplier info here.

Maintain Vendors

Use the Supplier window to maintain supplier info. If a supplier is also a customer, then enter the cust account number. For a supplier’s supplier , u can enter the primary supplier info here.

Enter supplier type. If vendor is an employee too then enter the employee name.Enter various control parameters like invoice match option, invoice limit and hold info.


Enter payment info like payment terms, currency, payment method etc..Enter Bank account info same way as maintained for customers.Enter Invoice calculation level, tax code and rounding rule etc.Enter Tax reporting attributes like Income tax reporting applicability to state and/or federal govt., reporting name and site etc.
Enter default ship to and bill to location for this supplier. While entering PO, such values may be defaulted from these purchasing attributes.Enter the receiving parameters like receipt routing, match approval method, enforce ship to location, early and late days receipt allowed etc.

Vendor Sites

Enter the supplier site information like site name, address, city, state, country and postal code etc. Click the Check box showing the site use of this supplier site. Enter the site contact points like phone, fax, email etc.
Enter the supplier site  contact persons and their contact points.Enter the supplier site  accounting info. Enter the supplier-site control info, payment info and bank A/c info as described for supplier info. Enter invoice calculation and tax info for the site as defined for supplier.

Enter default ship to and bill to locationand other purchasing options for this supplier site.

Vendor Architecture


Query to find supplier & site info :
select
pov.vendor_id,
pov.vendor_name supplier,
pov.vendor_type_lookup_code,
sl.location_code shipto_location,
bl.location_code billto_location,
pov.customer_num,
pov.ship_via_lookup_code,
pov.fob_lookup_code,
rt.name terms,
pov.set_of_books_id,
pov.credit_status_lookup_code,
pov.credit_limit
from ra_terms rt,
hr_locations bl,
hr_locations sl,
po_vendors pov
where pov.vendor_name like ‘Abb%’
and   pov.ship_to_location_id=sl.location_id(+)
and   pov.bill_to_location_id=bl.location_id(+)
and   pov.terms_id=rt.term_id(+)
order by 1
/
select
pov.vendor_name Supplier,
povs.vendor_site_id,
povs.vendor_site_code Site,
povs.address_line1 A1ddress,
povs.address_line2 A2ddress,
povs.address_line3 A3ddress,
povs.city||’, ‘||
povs.state||’ ‘||
povs.zip A4ddress,
povs.ship_to_location_id,
povs.bill_to_location_id,
povs.ship_via_lookup_code,
povs.freight_terms_lookup_code,
povs.fob_lookup_code
from po_vendors pov,
po_vendor_sites povs
where pov.vendor_id=601
and   pov.vendor_id=povs.vendor_id
order by 1
/
Query to find Supplier contacts :
select
vc.vendor_contact_id,
vc.vendor_site_id,
vc.first_name,
vc.middle_name,
vc.last_name,
vc.prefix,
vc.title,
vc.mail_stop,
vc.area_code,
vc.phone,
vc.department,
vc.email_address,
vc.url,
vc.alt_area_code,
vc.alt_phone,
vc.fax_area_code,
vc.inactive_date,
vc.fax
from po_vendor_contacts vc
where vc.vendor_site_id=4556
order by 1
/

Vendor APIs

Procedure : AP_PO_VENDORS_APIS_PKG.INSERT_NEW_VENDOR
Argument Name
————————————————————-
P_VENDOR_NAME
P_VENDOR_TYPE_LOOKUP_CODE
P_TAXPAYER_ID
P_TAX_REGISTRATION_ID
P_WOMEN_OWNED_FLAG
P_SMALL_BUSINESS_FLAG
P_MINORITY_GROUP_LOOKUP_CODE
P_SUPPLIER_NUMBER
X_VENDOR_ID
X_STATUS
X_EXCEPTION_MSG
P_SOURCE
P_WHAT_TO_IMPORT
P_COMMIT_SIZE
Type                          In/Out
———————–          ————–
VARCHAR2                IN
VARCHAR2                IN
VARCHAR2                IN
VARCHAR2                IN
VARCHAR2                IN
VARCHAR2                IN
VARCHAR2                IN
VARCHAR2                IN
NUMBER                    OUT
VARCHAR2                OUT
VARCHAR2                OUT
VARCHAR2                IN
VARCHAR2                IN
NUMBER                    IN
Procedure=> AP_PO_VENDORS_APIS_PKG.INSERT_NEW_VENDOR_SITE
P_VENDOR_SITE_CODE            VARCHAR2                IN
P_VENDOR_ID                                 NUMBER                  IN
P_ORG_ID                                          VARCHAR2                IN
P_ADDRESS_LINE1                     VARCHAR2                IN
P_ADDRESS_LINE2                     VARCHAR2                IN
P_ADDRESS_LINE3                     VARCHAR2                IN
P_ADDRESS_LINE4                     VARCHAR2                IN
P_CITY                                                VARCHAR2                IN
P_STATE                                            VARCHAR2                IN
P_ZIP                                                  VARCHAR2                IN
P_PROVINCE                                  VARCHAR2                IN
P_COUNTY                                     VARCHAR2                IN
P_COUNTRY                                    VARCHAR2                IN
P_AREA_CODE                             VARCHAR2                IN
P_PHONE                                         VARCHAR2                IN
P_FAX_AREA_CODE                   VARCHAR2                IN
P_FAX                                                   VARCHAR2                IN
P_EMAIL_ADDRESS                     VARCHAR2                IN
P_PURCHASING_SITE_FLAG   VARCHAR2                IN     DEFAULT
P_PAY_SITE_FLAG                        VARCHAR2                IN     DEFAULT
P_RFQ_ONLY_SITE_FLAG         VARCHAR2                IN     DEFAULT
X_VENDOR_SITE_ID                      NUMBER                  OUT
X_STATUS                                          VARCHAR2                OUT
X_EXCEPTION_MSG                     VARCHAR2                OUT
P_SOURCE                                        VARCHAR2                IN     DEFAULT
P_WHAT_TO_IMPORT                  VARCHAR2                IN     DEFAULT
P_COMMIT_SIZE                             NUMBER                  IN     DEFAULT
P_HOLD_UNVALIDATED_INV_FLAG    VARCHAR2                IN     DEFAULT
P_HOLD_ALL_PAYMENTS_FLAG           VARCHAR2                IN     DEFAULT
P_DUNS_NUMBER                                            VARCHAR2                IN     DEFAULT
Procedure=> AP_PO_VENDORS_APIS_PKG.INSERT_NEW_VENDOR_CONTACT
P_VENDOR_SITE_ID             NUMBER                  IN     DEFAULT
P_FIRST_NAME                   VARCHAR2                IN     DEFAULT
P_LAST_NAME                    VARCHAR2                IN     DEFAULT
P_MIDDLE_NAME                VARCHAR2                IN     DEFAULT
P_PREFIX                            VARCHAR2                IN     DEFAULT
P_TITLE                              VARCHAR2                IN     DEFAULT
P_MAIL_STOP                     VARCHAR2                IN     DEFAULT
P_AREA_CODE                    VARCHAR2                IN     DEFAULT
P_PHONE                             VARCHAR2                IN     DEFAULT
P_ALT_AREA_CODE                VARCHAR2                IN     DEFAULT
P_ALT_PHONE                         VARCHAR2                IN     DEFAULT
P_FAX_AREA_CODE                VARCHAR2                IN     DEFAULT
P_FAX                                     VARCHAR2                IN     DEFAULT
P_EMAIL_ADDRESS                VARCHAR2                IN     DEFAULT
P_URL                                      VARCHAR2                IN     DEFAULT
X_VENDOR_CONTACT_ID        NUMBER                  OUT
X_STATUS                               VARCHAR2                OUT
X_EXCEPTION_MSG                VARCHAR2                OUT
P_SOURCE                               VARCHAR2                IN     DEFAULT
P_WHAT_TO_IMPORT             VARCHAR2                IN     DEFAULT
P_COMMIT_SIZE                      NUMBER                  IN     DEFAULT

SCM Process Overview – Supply Chain Management


A supply chain is a network of supplier, manufacturing, assembly, distribution, and logistics facilities that perform the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these products to customers.

Supply chain management (SCM) is a systematic approach to manage the entire flow of information, materials, and services from raw material suppliers through factories and warehouses to the end customer. SCM has three primary goals: Reduce inventory, increase the transaction speed by exchanging data in real-time, and increase sales by implementing customer requirements more efficiently.

A typical supply chain involves the following stages or entities ..

  • Customers
  • Retailers
  • Distributors
  • Manufacturer/Enterprise
  • Vendors

In this network, Finished goods or components move from Vendors to Manufacturer to Distributor to Retailer to finally the End customer. Cashflow happens exactly in the reverse direction from Customer to Vendor through Manufacturer etc.

The supply chain process can be broken down into following four cycles viz: Customer order cycle, Replenishment cycle, Manufacturing cycle, Procurement cycle. Each cycle occurs at the interface between two successive stages or entities of the supply chain.
  • Customer Order Cycle
The customer order cycle occurs at the customer/retailer interface and includes following processes viz:

    • Customer Arrival
    • Customer order entry
    • Customer order fulfillment
    • Customer order receiving and paying for the goods or service.
  • Replenishment Cycle

The replenishment cycle occurs at Retailer/Distributor interface, which is similar to the customer order cycle except that the retailer is now the customer.

  • Procurement Cycle

The procurement cycle occurs at manufacturer/supplier interface which includes the following processes viz:

    • Manufacturer orders components from supplier
    • Supplier ships the components
    • Manufacturer receives the goods and pays for this
  • Manufacturing Cycle

The manufacturing cycle typically occurs at the distributor/manufacturer interface and includes the following processes viz:

    • Order consolidation from Warehouse, Distributor, Retailer or Customer
    • Supply chain planning
    • Production scheduling
    • Manufacturing and stocking

Supply Chain

Extra Tips – Things to do before you get DISAGREE


No strategy is flawless and it’s likely you’ll disagree with some elements of your company’s approach. But no one likes a strategy naysayer. Before you voice your disagreement, do these three things:

  1. Understand the big picture. An organization’s strategy is often steeped in complex political issues. Don’t assume you know how or why the strategy was developed. Use your network to find out more about the process and the assumptions and inputs used.
  2. Contextualize your concerns. Ask yourself why you object to the strategy. Are you resisting change? Do you feel you know better? Understand the true source of your concerns.
  3. Ask others for input. Look to your peers or other trusted advisers for guidance. Explain your concerns and ask them if they share them too. Hearing what others think can give you valuable perspective.

Principles to Remember

Do:

  • Understand the root cause of your concerns
  • Research the inputs and assumptions underlying the strategy
  • Express your concerns to your immediate boss first

Don’t:

  • Insist that your concerns be heeded
  • Assume you know the assumptions or reasoning behind the strategy
  • Question the strategy in a public setting

When is the time to confront someone


When someone shows up late to a meeting or makes a comment that makes you uncomfortable, it can be difficult to decide if it’s a big enough deal to address or if you should let it go. In situations like these, try using the “rule of three.

” The first time someone does something that makes you uncomfortable, take notice of your discomfort.

The second time, acknowledge that the first time was not an isolated incident and that there may be a pattern emerging.

The third time it’s time to speak up. Tell the person that you’ve noticed something three times and you want to discuss it with him. This simple rule can both help you determine what’s worth raising and hold you back from jumping on every single issue.

Extra Tips – 4 Tools for Battling Change Resistance


Any change effort is likely to face a few change resisters. Unfortunately, even if these resisters are few and far between, they can quickly erode momentum and stop change in its tracks. Here are four tools to help you get people on board.

  1. Cold, hard facts. Use evidence to show that change is necessary and possible. Get your facts from multiple sources and be diligent about details; even a small error can discredit your case for change.
  2. Counter-arguments. Know what your opponents are saying and be prepared to acknowledge their concerns and offer a compelling argument for your case.
  3. Big picture. In the short term, change is uncomfortable. Look at the big picture and explain why the change is the right move for the long term.
  4. Repetition and pressure. Stay on message, repeat your best arguments, and apply the necessary pressure to turn the change-averse around.

Refer to full article — http://blogs.hbr.org/kanter/2009/12/defying-denial.html

Extra tips – 4 Tools to Keep Star Performers


With unemployment rates so high, you may think that your employees have no option but to stay with your company. That is a dangerous assumption. As we move into recovery, employees — especially star performers — are likely to start weighing their options. Use these four tools to keep your stars where they are:

  • Praise. It is the most inexpensive and underutilized tool out there. When your stars do something right, say thank you.
  • Challenging assignments. Give your top performers the opportunity to work on new projects that build their skills and give them a chance to shine.
  • Development opportunities. Find inexpensive ways to deepen your stars’ skills such as providing mentors or opportunities to teach others.
  • Non-monetary perks. Most top performers crave things that are intangible and easy to provide, such as flexibility, better work/life balance, or more autonomy.

Read full article here —http://blogs.hbr.org/hmu/2009/12/retaining-star-performers-in-t.html