Codex PM - Training en - Day 1 - 09.12.2016

CONNECTING OUR ENERGIES
PROJECT MANAGEMENT
ANALYTICS, PURCHASING, SALES
VERSION 2
A FEW PIECES OF INFORMATION
Practical details
Explanation of the principles
Focus on features
Demonstrations and exercises during the training
To ensure the training runs smoothly

Please switch off your mobile phones
PROJECT MANAGEMENT 2
ORGANISATION OF THE TRAINING
This morning This afternoon This afternoon
Analytics Purchasing Sales
OBJECTIVES
Navigation Business Unit
Projects follow up Reporting
AGENDA
01 02 03 04
INTRODUCTION ORGANISATIONAL SALES QUOTATION
STRUCTURE IN FORECASTS PROJECTS
THE TOOL
05 06
SOLD PROJECTS MANPOWER
MANAGEMENT
AGENDA
07 08 09 10
EQUIPMENT INTERNAL FINANCIAL FAST CLOSE
MANAGEMENT SUBCONTRACTING COSTS
11 12
EXPENSE NOTES REPORTING LUNCH
AGENDA
01 02 03 04
THE TOOL
05 06
MANAGEMENT
INTRODUCTION
DISCOVER CODEX
E-learning available on HELP from the Frontpage

Helps to discover Codex Quartz Inside, prerequisite for training
It contains two parts :
Navigation
Duration : 30 minutes
Human Resources & Fiori

Duration : 25 minutes
FRONTPAGE
Simplified access to all the Codex applications

The link between your different business processes
https://codex.vinci-energies.net
Purchasing /
Project follow-up
Logistics
Project manager Sales Human Resources
User 1 access point Customised menu
INTRODUCTION
FRONTPAGE FOR THE PROJECT MANAGER
MENU
NAVIGATION PANEL HELP
Each tab is a set of functionalities.
Displays the menu in which you The online HELP portal is
When you click on them, a menu
may access the files that contain the accessible via Codex.
will appear in the navigation panel.
screen links.
LAUNCHER:
The launcher is a search
engine which enables you to
find a specific screen by typing
a keyword. For example, if you
type 'project', all the links that
contain this word will be
displayed.
AGENDA
01 02 03 04
THE TOOL
05 06
MANAGEMENT
ORGANISATIONAL STRUCTURE IN THE TOOL
THE BUSINESS UNIT
An operational structure
DIVISION
POLE
Management
View
DIRECTOR
Business Unit A Business Unit B

10000 20000
Management reporting is based on the operational structure: the Business Units which
are attached to Directors
ORGANISATIONAL STRUCTURE IN THE TOOL
THE ANALYTICAL UNIT
Mono BU company
COMPANY F084
Business Unit Company variance Operational BU

CF084 11117
Company Company Variances Analytical Unit Analytical Unit

view CF084 11117
Data Entry Group

Main AU
Reporting
Entries on the AU CF084 are possible only for accounting entries between E result and
S Result
PROJECTS
CODIFICATION
Projects are defined as follows:
* The letter is defined

P* 1234567 1 01 automatically by the project
type
Proposed by the system
Determined by the system
May be defined by the user Level 3 = Project
Level 2 = Project Group
Level 1 = Consolidation
All projects are attached to an Analytical Unit

When a project is created:
Ether the first level or the second level may be reused to create the project hierarchy. For
instance: P.1234567.1.02 or P.1234567.2.01
The last 3 digits can be chosen and customised with alphanumeric characters
PROJECTS
EXAMPLE
Project hierarchy Level 1

Consolidation of the P.1234567
Main Contract for a big prorect
(VEI&S for instance)
projects group
Level 1 to 3 are used Level 2

Projects Group Project characteristics
P.1234567.1 P.1234567.2
ex : air conditioning
ex : low voltage
Level 3 Budget
Projects Exchange Value
P.1234567.1.01 P.1234567.1.02 P.1234567.2.01
Invoicing
ex: Access control ex : Fire detection ex: HVAC
Costs
Level 4 can be used depending on Level 4

Business need Subset of expenses
P.1234567.2.01.0001
PROJECTS
PROJECT CODING
Each type of project follows different management rules

The first character of the code specifies the type of project
Types Coding
Quotation project Q.XXXXXXX.Y.ZZ
Construction project P.XXXXXXX.Y.ZZ
Maintenance project M.XXXXXXX.Y.ZZ
Pull-through project E.XXXXXXX.Y.ZZ
Fast-close project F.XXXXXXX.Y.ZZ
Technical project (Goodwill transfer, etc.) Z.XXXXXXX.Y.ZZ
Guarantee project W.XXXXXXX.Y.ZZ
Overheads projects G.XXXXXX.YYY.ZZ
PROJECTS
PROJECT NUMBERING
Possibility of finding the correspondence between the old and the new project
number in the event of a migration
PROJECTS
SOLD PROJECT STATUS
Sold projects follow different management rules according to their progress

stage of completion as identified by their Status
P1 Project in progress
Project closed with provisions (including supplier invoices to come and/or invoices to
P2
be issued)
Project closed during the financial year, without provisions

P3 - Invoicing issued 100% and payment received 100%
- Expenses made and cashed out at 100%
Project closed without provision during a previous financial year but the subject of an
P4 unplanned transaction (income or expense)
Only the projects with transactions appear on the documents
Project archived
P11
The status changes from status 4 to status 11 automatically at the end of the year
PROJECTS
THE RULES APPLYING TO STATUS CHANGES
Following is a list of the basic controls that takes place prior to the validation of
the Status change
P1 to Total Full Cost (Final) = Total Full Cost (Actual)

P2 Selling Price (Final) = Invoicing (Actual)
Selling Price (Budget) = Selling Price (Final)
P2 to Cash-ins (Actual) = Invoicing (Actual)

P3 Commitments (Actual) = 0
Accruals (Actual) + Provisions (Actual) = 0
P1 to Cash-ins (Actual) = Invoicing (Actual)

Commitments (Actual) = 0
P3
Accruals (Actual) + Provisions (Actual) = 0
98% Invoicing < Selling Price (Budget) < 102% Invoicing
PROJECTS
THE SOLD PROJECT LIFE CYCLE
Quotation project Sold projects
P5 P6
P1 No more posting
Transfer of won
quotations costs (coverage, expenses)
P2 P3
Management decision
no change back to P1
P4
P11
Quotation creation Won project Acceptance Certificate End of fiscal year Archived project
Manual transfer Automatic transfer Automatic transfer

Yearly frequency Calendar frequency
PROJECTS
ACTIONS POSSIBLE ACCORDING TO THEIR STATUS
Entry permitted
Entry blocked
Entry possible
(but not recommended)
AGENDA
01 02 03 04
INTRODUCTION ORGANISATIONA SALES QUOTATION
L STRUCTURE IN FORECASTS PROJECTS
THE TOOL
05 06
MANAGEMENT
THE BUSINESS UNIT BUDGET
AIPC
AIPC
The PM can import all P1 projects

Most column will then be pre-filled
AIPC
The PM can also import all P5 projects
Date taken from

the AIPC entry
screen
AIPC
AGENDA
01 02 03 04
THE TOOL
05 06
MANAGEMENT
QUOTATION PROJECTS
CREATION OF A QUOTATION PROJECT
PROSPECTING
QUOTATION OPENING
STATUS 5 Q.XXXXXXX.Y.ZZ
The calculations lead to expenses

Hours that may be posted directly
Travel expenses, etc.
These expenses are followed-up on quotation projects

A project number for each quotation
Project opening in status 5: quotation in progress
QUOTATION PROJECTS
TRANSFER OF QUOTATION COSTS
NO
PROJECT
STATUS 6
WON?
QUOTATION COST
YES
TRANSFER
STATUS 1 P. XXXXXXX.Y.ZZ
Order not obtained Order obtained

Change of status 5 to 6 (lost Transfer of the costs to a new project
quotation) on PM instruction opened in P1
Lose a quotation screen Create a sold project screen, in
entering the number of the won quotation
Or Win a quotation screen
QUOTATION PROJECTS
MANAGE QUOTATIONS
Customer is
mandatory
Information from the AIPC report
QUOTATION PROJECTS
WIN A QUOTATION
QUOTATION PROJECTS
LOSE A QUOTATION
QUOTATION PROJECTS
QUOTATION LIST
Main quotation indicators are available (Amount,

Transfered costs, Status..)
CREATION OF A QUOTATION
WIN AND LOSE A QUOTATION
DEMOS
AGENDA
01 02 03 04
THE TOOL
05 06
MANAGEMENT
SOLD PROJECTS
MANAGE SOLD PROJECTS
When an order is obtained, a Project number is opened in status 1
Select the Project

Manager
Possibility to
select
Grouping
Codes
Enter the Quotation number

to be transferred
SOLD PROJECTS
ORDER INTAKE
An Initial Budget and an unlimited number of

Additional Budgets can be created
A Budget may be modified until the monthly closing, but
cannot be deleted
The entry of the Invoicing indicator in the project
budgets supplies the Order intake indicator in the
Finance - TBM BU
CREATE, LOSE AND DUPLICATE A QUOTATION
PROJECT
EXERCISES
CREATE A SOLD PROJECT
EXERCISES
INPUT THE INITIAL BUDGET AND AN ADDITIONAL
BUDGET
EXERCISES
SOLD PROJECTS
PROJECTS FOLLOW-UP
Each project is available in detail and at any time

from the Projects Follow-up menu
Click on a Project line to view each
transaction (Timesheets, Invoices, Cash-ins,
etc.)
SOLD PROJECTS
PROJECTS FOLLOW-UP
The Project lines are the same for all the

Business Units, except for the 11 sections, settable
To get the exact mapping by company choose
Display Chart of Accounts
SOLD PROJECTS
REPORTINGS
Accessible via the FrontPage
The interactive format of the follow-up documents allows easy access to

additional reports for a detailed analysis of all main figures
Display the main reports

Project - Immediate Accounts / Project - Summarized Accounts
EV sheet
Budget Listing
SOLD PROJECTS
EXCHANGE VALUES ENTRY
Forecasting the To do Expenses and the To do

Invoicing to update the Final Result and to close the
Projects that satisfy the conditions
EV data entry is available every month, at any time, with
at least a mandatory validation in the quarter
Data of the last

validated EV
The PM enters the to

do in hours and
amounts
SOLD PROJECTS
EV SHEET
Provides access to every EV Sheet on the fist

two levels
ENTER AN EXCHANGE VALUE
EXERCISES
SOLD PROJECTS
P2 MANAGEMENT
For PM: Screen specifically dedicated to P2 review (same calendar as for the EV)
For CFC: Screen specifically dedicated to P2 management
Request to switch Accounting for Status Change P2 Projects

to P2 status Provisions Follow-up
PM CFC CFC Dedicated

Exchange Post an Changement
Change status screens for PM
Value Accounting de
position and CFC
Entry dune affaire
Project lines dedicated to charges (expenses & incomes) and provisions follow-up
Following-up of P2 status change requests
Following-up of P2 projects
Following-up of Provisions
As a reminder, automatic reversal of cost accruals when costs are incurred
SOLD PROJECTS
P2 STATUS CHANGE REQUEST
In practice, the PM requests the P2 status change:
During the EV entry:
The To do will switch over automatically to Accrued

Expenses after the EV is refreshed
SPECIFIC P2 FOLLOW-UP: TO BE USED BY
PROJECT MANAGERS
When the change of position was made by the

Financial Controller, the project appears on the
report Follow the P2 projects
At each quarterly closing and in addition to the
exchange value entry, the PM must update the
table
According to the transactions that have been booked

since the project status change in P2, the PM must
adjust the final values.
AGENDA
01 02 03 04
THE TOOL
05 06
MANAGEMENT
MANPOWER MANAGEMENT
TYPES OF HOURS
Summary diagram
Internal Internal Hours

Business Unit (including hours transferred)
Internal Internal Internal Hours

Company Functional Staff (including hours transferred)
External
Business Unit Received Hours
Employee
Internal
Twinning Hours
VE Group
External
Company
External
Temporary Hours
VE Group
Hourly Rate * Social Quotation Rate

Timesheets: Quotation rate Charge Rate * of the lending BU
Overheads coef.
MANPOWER MANAGEMENT
TWINNING STAFF MANAGEMENT
Internal/External
Business Unit Between BUs within the same Company
Direct timesheet on Project valued at the Quotation Rate of the lending BU
The employee of BU 10559 has worked for BU 10577
MANPOWER MANAGEMENT
TWINNING STAFF MANAGEMENT
Internal
VE Group Between BUs of 2 different Companies
Within the Lending Business Unit

Timesheet on P7 Project (780 to 784)
Reinvoicing at the Section's Quotation Rate
Within the Receiving Business Unit

Timesheet on Sold Project, at the Section's Quotation Rate of the Receiving BU
External Staff Management Process
MANPOWER MANAGEMENT
EXTERNAL STAFF
Internal External
VE Group VE Group External Staff at the Company
Within the Lender Business Unit

Distinction is made between 2 types of External Staff
Temporary Staff
Group Staff
Invoice with
Timesheets
Process Entering Reconciliati
Invoice on on
Entering Variance
Timesheets Project
Assigning on Sold
Employee Project at
Creating to a BUs the
Employee Section Section's
File Quotation
Rate
AGENDA
07 08 09 10
11 12
EQUIPMENT MANAGEMENT
ANALYTICAL MANAGEMENT
There are two ways to book equipment costs
Via the Quotity

- Equipment costs are included in the P9 Overheads Projects covered by the Quotity
Via the Timesheets

- Each equipment has a rate according to the family to which it belongs
(max. 10 families per Business Unit)
- Income: posted to P7 Project
- Expenses: The BU has the choice either to post them to P9 Projects for global follow-up or to
P7 Projects for more precise follow-up
GENERAL PROCESS
Setup consists of three successive steps as described below
Manage Equipment Families Equipment

Equipment Family
Manage Equipment Sheets Equipment Equipment

Quotity
Sheet Sheet
Defining P7 Equipment P7 P7
Project Equipment Equipment
Project Project
TIMESHEETS
Timesheet display for each equipment
AGENDA
07 08 09 10
11 12
INTERNAL SUB-CONTRACTING PROJECT
CODIFICATION
Internal sub-contracting projects are defined as follows
E 1234567 1 01
Proposed by the system

Determined by the system
May be defined by the user
Internal sub-contracting only applies between VINCI Energies companies

and not to the other companies of VINCI
Rules on opening pull-through projects

The BU that is carrying out the work opens a standard sold project
The BU that is purchasing those subcontracting services for re-invoicing them to
the final client opens a pull-through project
POSTING DETAILS
A Business Unit A has signed a contract with its customer C for 100K
Business Unit A sub-contracts work for 20K of the contract to Business Unit B
BUSINESS UNIT B BUSINESS UNIT A

(COMPANY Y) (COMPANY X)
Sold Project P (Customer A) Internal Sub-contracting Project E (Customer C)
Sub-contractor Customer invoice 20K

Customer invoice 20K
Invoice 20K
Sold Project P (Customer C)
Customer invoice 80K
CREATION
Project characteristics
(please fill up all relevant fields)
CREATION
You can also define the Internal Sub-contracting

Project along with the Sold Project creation
Check the box
The system will assign the same number after the letters P and E
AGENDA
07 08 09 10
11 12
FINANCIAL COSTS
TYPES OF FINANCIAL INCOME / COSTS
The Financial income / costs on Projects, calculated on

Budget
Budget Rate applied to the
EV
Intermediate Full Cost
To do
Monthly Rate applied to the

Actual costs on projects
Actual Project Cash Position
FINANCIAL INCOME / COSTS ON PROJECTS
PROJECT STATUSES AND FFI
Entry permitted
Entry blocked
Entry possible
(but not recommended)
Only P1 and
P2 projects
have FFI
CALCULATION RULES
Under Budget
Only on the P1 Projects
FFI = Budget Financial Costs Rate x Intermediate Full Cost
The Budget Financial Costs Rate is the rate entered when creating the Project
CALCULATION RULES
Under Actual
On the P1 projects
FFI = Real Financial Costs Rate x Cumulative Net Cash
The calculation is stopped if the following 4 conditions are met

Total Invoicing >= Final Selling Price
Total Cash-in >= 98% of the Total Invoicing
Positive Net Cash
Total Full Cost 90% Total Invoicing
CALCULATION RULES
Under Actual
On the P2 projects
FFI = Real Financial Costs Rate x Cumulative Net Cash
The calculation is stopped if one of the following 2 conditions is met

In the case of a profit: Total Cash-in >= Total Full Cost
In the case of a loss: Total Cash-in >= Total Invoicing
CALCULATION RULES
Under EV
On the P1 Projects: no automatic calculation
The Financial Costs must be entered manually
What is checked during the validation?

If Intermediate Full Cost > 0, the Financial Costs must be >= Budget Financial
Costs Rate x Intermediate Full Cost
If Intermediate Full Cost <= 0, the Financial Costs must be >= 0
PROJECTS FOLLOW-UP
Projects follow-up will be updated at the same time as the program is generated
Every night during the month, using an automatic program (updating of Cash-in, Cash-
out and Financial Costs)
In real-time during the Adjustment Period
AGENDA
07 08 09 10
11 12
THE FAST CLOSE PROJECT
The Fast Close project is a specific activity which records the activity not yet
booked for the days between the closing date and the end of period calendar
date (as anticipation of the account closing)
first day of last day of last day of

the calendar the accounting the calendar
month n period n period n period n+1 month n
01/10 20/10 31/10
Fast Close accrued expenses Fast Close accrued expenses

Materials & Sub-contracting Materials & Sub-contracting
for periods previous to n for the period n
Fast Close accrued expenses

Cumulated Total at the end of period n
(= Invoices not received at the last day of the accounting period n)
THE FAST CLOSE PROJECT
Fast Close is an accelerated financial account closing mode intended to to

publish the intermediate (quarterly and six-monthly accounts) and annual financial
reports one month ahead of the calendar
The quarterly and annual accounts are defined technically around the 15th day
of the last month in the quarter
The activity of the last days of the month is estimated in Fast Close, whether
on a Fast Close project, whether on a sold project.
FAST CLOSE ACCRUED EXPENSES
MATERIALS & SUB-CONTRACTING
Calculation Method
Sub-contracting
Progress rate (2)
Ordered item value
Service &
Material
Ordered amount
Invoiced amount (1) = Ordered amount pro rata (3)
= Accrued expenses Invoiced amount (1)
= Accrued expenses
(1) On the last day of the analysed accounting period

(2) Progress rate = last day of the analysed calendar month - service start date
service end date service start date
(3) Ordered amount pro rata on the last day of the analysed calendar month
To ensure the quality of accrued expenses, it is therefore important to

Fill in correctly the delivery date and the service start and end dates
Clear old commitments to allow a relevant accrued expenses quality
AGENDA
07 08 09 10
11 12
TRAVEL EXPENSES
POSTING OF A TRAVEL EXPENSE - FRONTPAGE
Each employee posts his travel

expense in the FrontPage:
1 2 3 4
5 6
1 Project number
2 Travel expense category
If a cap have been fixed, the 3 Information about the expense: Date, Amount,
expenses to be reimbursed can be Currency, Description, Location, etc.
limited to the defined cap. 4 Amount to be reimbursed
5 Save as a draft (modifiable, not sent to the approver)
6 Save and submit (non modifiable, sent to the approver)
TRAVEL EXPENSES
POSTING OF A TRAVEL EXPENSE - FRONTPAGE
Supporting documents can be attached:
TRAVEL EXPENSES
TRAVEL EXPENSE APPROVAL - FRONTPAGE
The line manager accepts or rejects the travel

expense:
1 2 3 4 5 6
Right click on
the line 7
1 Display detail of the travel expense

2 Name of the employee
3 Reason of the travel expense
4 Status of the travel expense
5 Amount
6 Display of attached documents
7 Addition of comments in case of rejection
8 Accept/ Reject the travel expense 8
TRAVEL EXPENSES
ENTRY AND VALIDATION
DEMOS
AGENDA
07 08 09 10
11 12
THE USEFUL REPORTS
The main Project follow-up reports:

Project real time view / Project - summarized accounts
Timesheet follow-up by project
EV sheet
List of Project budgets
LES TATS DE RESTITUTION
Reports Filters Restitution

Budget listing Company Sum-up of project budgets input on a given period
Business Unit
Analytical Unit
Project Manager
Period,
THE USEFUL REPORTS
EXERCISES
QUIZ
QUIZ
QUIZ
# Quiz sur les affaires Vrai Faux

1 A pull through project is codified : G.XXXXXXX.Y.ZZ X
2 The status P5 means that the quotation is ongoing. X
3 I can input until 10 additional budgets. X
4 There is no control on cash in to put a project in P3. X
5 A pull through project concerns both internal subcontracting and loan of group staff X
6 The PM can create grouping codes to organize his projects. X

7 Financial costs can be calculated on P3 X
8 DSS costs are calculated on the full cost. X
X
9 Temporary workers timesheets are valorized at the quotation rate of his section
10 The PM can can see the last EV in the EV input screen X

11 The PM can change a project status X
12 The initial budget can be modified anytime X
AGENDA
07 08 09 10
11 12
OBJECTIVES
Materials and
General principles
Suppliers
Purchase Requests
Reporting
and Orders
AGENDA
01 02 03 04
INTRODUCTION SUPPLIERS MATERIALS PURCHASE
REQUESTS AND
ORDERS
05 06 07
GOODS SUPPLIER REPORTING BREAK
RECEIPTS INVOICE
PAYMENT
AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT
INTRODUCTION
THE PURCHASING STRUCTURE IN THE TOOL
Managerial organisation Codex Examples of what

can be done
VINCI Energies
Organisation
Plant A Plant B
Supplier management
Country 1 Country 2 Country 3 Country 5 Country 6 Country 7 Country 8 Purchasing Price management
organisations
Pole 1 Pole 3 Pole 4
Comp
1
Comp
2
Comp
4
Comp
4
Comp
5
Comp
6
Company GTP management
Material management
Plants Price management
( By default a Company = a plant) Validation strategy
definition
BU BU BU BU BU BU
1 2 5 6 7 8
BU BU BU BU BU Etb
Storage location Header logo
9 10 13 14 15 2 Invoicing addresses
(By default the storage
Location=business unit) Delivery addresses
BU Etb Etb Adjustments to the order
21 2 3 form
Stock management
AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT
THE SUPPLIERS
THE SUPPLIER SHEET
Supplier sheet
Surname Currency Payment terms

Address Incoterms Divergent payment
Telephone Partner functions (Invoicing Method of payment
Fax address, order) Sort key
Email Etc. Etc.
BVD code
GUO code
Company S/L Partner (Osmose)
Tax identification No.
RIB
Etc.
AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT
THE MATERIALS
THE DIFFERENT TYPES OF MATERIAL
In Codex, there are 4 types of material:
The
The Generic The internal The stored
manufacturer
materials materials items
materials
To be used only if
From manufacturer there are no
catalogs or manufacturer or Used specifically
business catalogs internal materials by a few
Used to meet Companies
specific, recurring
The have a generic Company needs
The prices are
designation that may which are not
managed by
be modified in the covered by the
contracts
purchase order manufacturer Type of material
materials which requires
Public price updated stock
monthly E.g.: Sub-contracting management
THE MATERIALS
THE DIFFERENT TYPES OF MATERIAL
Type of materials:
Designation Coding
Manufacturer M + Manufacturer trigram + 14 characters
Generic 51 + 5 characters
Stored D + 17 characters or 2 + 6 characters
Internal Z + 2 country characters + 7 characters
THE MATERIALS
THE PURCHASING FAMILIES
The purchasing family is a grouping of materials and determines the

purchasing account and the project's analytical rubric:

Allocates the expenses
Defines the by analytical rubric in
Purchasing family
purchasing account the project sheet
Example:
Material Purchasing Accounting nature Analytical
family rubric
Piston lock Anti intrusion 6051101 - Building Supplies
management
AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT
PURCHASE REQUESTS AND PURCHASE ORDERS
DIFFERENCES
Purchase Purchase
Request Validation Order Validation
Optional Commitment
Supplier
Introduction text
Material Quantity Price Supplier Material Quantity Price

Material Quantity Price Material Quantity Price Item desc.
Material Quantity Item description
Terms and conditions
End text
A purchase request can be defined with or without price, with or without supplier.
In an order, it is possible to add additional texts (to be printed or not)
A Codex order is always mono-supplier

PURCHASE ORDERS
VALIDATION
Validation of the purchase requests and order

A multi-level validation strategy may be defined by:
Company
Type of purchase request or order
Amount
If no strategy is defined, a level 1 validation (the purchaser) is defined by default

the purchaser is defined by default as validator.
The validators may be defined by name

The validators may vary according to the plants, UA or stores
Possibility of sending notifications by email
Purchase
Purchase Purchase order
request Purchase order
request validation
validation
or FIORI or FIORI

PURCHASE ORDERS
THE TYPES
Type Code Description

Standard ZSTD Equipment element for direct use
Numbering: 90* E.g.: Cable, box, etc.
Sub-Contracting ZSUB Contract with another Business unit, which fulfils part of the main contract
Numbering: 91* you have with a customer.
Your Business unit is the only contact in the customer relationship. In
particular for payment
Direct payment sub- ZSPD Same as ZSUB, except that the customer pays the sub-contractor directly
contracting
Numbering: 92*
Services ZSER Intangible and virtual material
Numbering: 94* E.g.: Transport, training, etc.
Investment ZINV Acquisition of a fixed asset intended to remain in the business unit for the
Numbering: 93* long term.
It may be hardware (building, machine, etc.), virtual (patent, certificate, etc.)
or financial (share, company investment, etc.)
Cost over 500 Euro (France only)
Inventory ZNEG Material intended to be stored
A ZNEG type purchase request is converted into a ZSTD order when the
replenishment
purchase order is made
Numbering: 90*

PURCHASE REQUESTS AND ORDERS
NUMBERING
When the order form is edited, its numbering will be composed of 3 parts:
When an order is recorded, version 0 is generated

After each later modification, versions 1, 2, 3, etc. are obtained
Each new order form version is archived in PDF format
Possibility of displaying the different versions of a purchase order

PURCHASE ORDERS
THE PURCHASER GROUPS
Purchaser group:
3-character code identifying the Purchasing contact for an order
Their details appear on the order form
They may be named (DURANT Pierre) or generic (Toulouse Purchasing

Department)
Compulsory to create a PR/PO
Used to configure by default the order form editing type

The purchaser group entered in the purchase request (or reassigned by the
PM) enables purchasers to see their work book for the creation of purchase
orders

PURCHASE ORDERS
METHODS FOR SENDING THE ORDER FORM
There are 5 ways to send an order form:
Printer output
Printout on the printer selected by configuration
Fax
Purchase order sent directly by fax to the Supplier
External sending (Email to the Supplier)
Order form and attachments sent directly to the supplier and the person who created the order
If there is no Supplier email address in the purchase order, one may be added manually on
saving. Otherwise a printer output is generated
Simple email (Email to the creator only)
Order form and attachments sent directly to the person who created the order by email
EDI
Order form sent directly, digitally without fax or printout
The order form may only be edited if the order has been validated in full
PURCHASE ORDERS
COMPOSITION
A purchase order is composed of:

Header data
Item data

CREATION OF A PURCHASE ORDER
DEMOS

CREATION OF A PURCHASE REQUEST
DEMOS

CONVERTING A PR INTO A PO
DEMOS

VALIDATION OF A PO VIA FIORI
DEMOS

CREATE A PURCHASE REQUEST
EXERCISES

FROM THE PURCHASE REQUEST TO THE PURCHASE
ORDER
EXERCISES

ADD AN ADDITIONAL ITEM
EXERCISES

SEARCH
The search of purchase requests and orders is accessible via Tracking

button of the cockpit:

MODIFICATION
All the data may be modified in the purchase requests, except for:
All the data may be modified in the purchase orders, except for:

MODIFICATION
Impacts of modifying a purchase order:
A purchase order may only be modified once it has been

validated by all the validators
If a purchase order is modified and if its total value increases:

New validation process
If a purchase order which was created from a purchase

request is modified, the modifications are not passed onto the
purchase request

CANCELLATION
You cannot delete a purchase order

However, you may delete the item/s of the purchase order:
The field Flag for deletion allows you to identify the deleted items
Cancellation conditions
No goods receipt, even partial
No invoice
Impacts
Cancellation of the project commitments

AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT

GOODS RECEIPTS
DELIVERY NOTE (DN) ENTRY
This is an optional step in the Purchasing flow
To authorise the payment of a Supplier invoice, you may choose to make the
DN entry in Codex compulsory
Without this the payment is blocked and validation is necessary
This option may be configured by default at the Company's choice
It may be modified when an order is entered
A Company may also prohibit modification of the default choice
The DN may be entered or cancelled using a dedicated transaction

When an order is displayed you can see whether the DN has been entered
There is a "Goods receipt" user guide

AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT

THE PURCHASING FLOW
Purchasing structure Suppliers Materials Projects
Organisational structure Master data
Purchase Supplier
Purchase Order Good Invoice
Requests Receipt
Commitments Actual cost
From the purchase request to the invoice

SUPPLIER ACCOUNTING OVERVIEW
PAYMENT APPROVAL
A single transaction for all payment approval validators: Project manager,

Business unit manager, Financial controller, Business unit controller
The validation is limited to the validator's scope:

The Project Manager projects, the Business unit manager business unit and the
Financial controller's company
For a multi-project invoice, the two PM must validate the invoice on payment
Payment approval management in real time

An invoice which has just been accounted for may be unblocked immediately.
There is no automatic invoice unblocking

There are no automatic emails to warn that the invoices must be unblocked

PAYMENT APPROVAL
DEMOS

AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT

REPORTING
List of the main reports
Purchase requests follow up
List of purchase orders
Commitment follow-up by project

REPORTING
Display of the list of purchases according to the

selected search criteria:
Possibility of printing or extracting to Excel

REPORTING
List of purchase orders

Enables all the purchase orders to be displayed
This is the most complete reporting as the search criteria are finer
In particular Pole, Analytical unit, Posting, etc.

REPORTING
Display of the list of orders according to the selected search criteria:
You may:
Consolidate the results by order or order item
Access directly the display of an order by double-clicking on it
Print
Extract to Excel

REPORTING
Commitment follow-up by project

Enables all the purchase orders for a project to be
displayed, specifying:
The variances between the ordered value and the invoiced
value
Possibility of mass commitment cleaning

REPORTING
Three types of display possible:

Consolidated by order
Detailed by order item
Most detailed view
Detailed by order item with commitment cleaning possibility

Three types of statement date choice
Today
At the end of the month M-1
At the end of the month M-2
Possibility of printing or extracting the reporting to Excel

QUIZ
QUIZ

QUIZ
Which of these materials does not exist?
Answer 1 National material
Answer 2 Generic material
Answer 3 Internal material
Answer 4 Manufacturer material

QUIZ
Which information cannot be modified on an order

which has already been sent to the supplier?
Answer 1 The supplier
Answer 2 The prices
Answer 3 The quantities
Answer 4 The order type

QUIZ
The order form may only be edited when the order has
been validated by all validators?
Answer 1 It depends on the Plant
Answer 2 It depends on the Company
Answer 3 True
Answer 4 False

QUIZ
Do you need to re-validate an order whose price has

been modified upwards?
Answer 1 True
Answer 2 False
Answer 3 Only if it is an investment order
Answer 4 Only for networking

QUIZ
Can you make an order whose expenses will be entered

on several projects?
Answer 1 Yes
Answer 2 No
Answer 3 Only if they are state projects
Answer 4 Only if they are overhead projects

QUIZ
When orders are sent by email, are the general terms of

purchase sent automatically with the order form?
Answer 1 True
Answer 2 False, they must be sent by fax
Answer 3 False, they must be sent as an attachment
Answer 4 False, they must be sent by post

AGENDA
01 02 03 04
REQUESTS AND
ORDERS
05 06 07
RECEIPTS INVOICE
PAYMENT


AGENDA
01 02 03 04
GENERAL CUSTOMER ORDER AND REPORTING
PRESENTATION MANAGEMENT INVOICE
MANAGEMENT

GENERAL PRESENTATION
ORGANISATIONAL STRUCTURE
The organisational structure for the sales

module:
The company: Company

Corresponds to a VINCI Energies group legal entity
F063 - CEGELEC OIL & GAS
The Sales Organisation:

One sales organisation per company Sales organisation
F063 - CEGELEC OIL & GAS
The agency:
By default 1 agency configured
Possible to have several agencies to adapt the
invoices (logos, addresses, etc.) Agency Agency Agency Agency
F001 F002 F003 F004
Equivalent to a physical site or a brand
The group of sales staff Group of Group of Group of Group of

sales sales sales sales
Always 1 by default per agency staff staff staff staff
1 1 1 1

GENERAL PRESENTATION
THE SALES FLOW
Sales flow:
(Database) (Database)
Material Customer
Project data
Sales order Attachment to one or more
projects
Information about the order

Invoice amount in the project sheet
Invoicing element follow-up
Accounting
flow

AGENDA
01 02 03 04
MANAGEMENT

CUSTOMER MANAGEMENT
Customer Base
Material Customer
Single, international
VINCI Energies database
Sales order
1 customer = 1 legal entity
Validation by country
Invoice Bill-to-party / ship-to-party

sites by companies
Accounting
flow

CUSTOMER MANAGEMENT
INTRODUCTION THE DATABASE
A single, international database (valid for the whole VE group)
It is based on a uniqueness criterion for the customers: BVD code
The creation of each sold-to-party is validated by a central team per country.
The companies may attach bill-to-party / ship-to-party sites to each sold-to-

party
Each company in the group's Osmose code is available on the VINCI

Intranet in the Legal / Osmose portal

AGENDA
01 02 03 04
MANAGEMENT

ORDERS AND INVOICES MANAGEMENT
Sales flow:
Material Customer
Material base
Generic materials to
Sales order determine the income accounts
and the analytical rubrics
affected
2 types of material: sales or

Invoice cost re-invoicing
Accounting
flow

ORDERS AND INVOICES MANAGEMENT
A new indicator in the project sheet:

ORDER AND INVOICE MANAGEMENT
PROJECT POSITION
Project - order creation and invoicing:

Position Project description Order creation Invoicing Comment
P1 In progress
P2 Closed with provision
P3 Closed without provision
Closed without provision with
P4
unplanned transaction
P11 Archived
Authorised Unauthorised
INVOICE VALIDATION BY THE PM
A functionality enables the PM to validate an invoice and download the

documents sent to the customer manager.
Objectives of this tool:

Communicate between the PM and the customer manager
Monitor the order invoicing
This process is optional and has no direct impact on the general flow
To set up this tool in your company, send your request to support.it@vinci-
energies.com specifying the company in question
Access possible via YBILLVALID

TO GO
User guide - Invoice validation by the PM
FURTHER.

Validation process
YBILLVALID
Sales Invoicing Sales

Sales order reporting due date reporting Invoicing
update validation update
PM actions Customer manager actions
Sales reporting update Sales reporting update

Comment invoicing due dates
Change the selling price Send the due dates to PM for
Change the invoicing dates validation
Download documents Recover the downloaded
Comment on the invoicing due documents
dates Change the invoicing dates
Invoicing due date validation Due date invoicing

DEMOS

AGENDA
01 02 03 04
MANAGEMENT

REPORTING
THE AGING BALANCE
The aging balance is displayed by customer,

business unit and project:
1 Company selection
The figures may be extracted:
2 On the day's date
At the end of a closed fast close period
2
At the end of a calendar month, for which the
3 TBM was performed
The default value is the day's date.
Possibility of filtering the data:
4 By business
3 By analytical unit
5 By project
By project manager
Definition of the delay ranges (30/90/180 and
4
360 by default)
5 Inclusion of group and/or doubtful customers
It is stored after each fast close and calendar closing for later consultation

REPORTING
THE AGING BALANCE
Possibility of sorting, defining filters and sub-totals and exporting to Excel:
1 2 3 4 5 6 7
1 Customer description and account Obtain the detail of the document
2 Analytical unit and project number Sort in ascending/descending order

After selecting a column, filter the report according to
3 Project manager name
the selected criterion
4 Voucher number After selecting a column, insert a total/sub-total
5 Due date Change the format (display by late range, for
example)
6 Amount not paid
Export to Excel
7 Amount not paid with delay

REPORTING
DUNNING
The project manager will be able to display the invoices follow up of which he
is responsible. He will see the dunning actions, the ongoing exchanges and
enter comments.
A specific layout will be proposed by default to the project manager :

REPORTING
DUNNING
Specific variant on invoices with blocking codes:

PROJECT MANAGER
TO GO
FURTHER

WELCOME TO THE HELP PORTAL
DOCUMENTATION & ONLINE HELP
Welcome to your User Information and Support Site!

You will find the Training Documents of all courses

You will have access to User Guides and e-learning Modules

You may also check the FAQ (Frequently Asked Questions)

Finally, many Info Sheets+ will be available via the Glossary
An English
translation is
under way

The Search button helps you to find what you need.

YOUR OPINION
YOUR OPINION

CONNECTING OUR ENERGIES
THANK YOU FOR YOUR ATTENTION

Codex PM - Training en - Day 1 - 09.12.2016

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Codex PM - Training en - Day 1 - 09.12.2016

Hochgeladen von

Copyright:

Verfügbare Formate

CONNECTING OUR ENERGIES

ANALYTICS, PURCHASING, SALES

To ensure the training runs smoothly

This morning This afternoon This afternoon

Analytics Purchasing Sales

Navigation Business Unit

Projects follow up Reporting

E-learning available on HELP from the Frontpage

Human Resources & Fiori

Simplified access to all the Codex applications

Project manager Sales Human Resources

User 1 access point Customised menu

Business Unit A Business Unit B

Business Unit Company variance Operational BU

Company Company Variances Analytical Unit Analytical Unit

Data Entry Group

Projects are defined as follows:

* The letter is defined

Level 2 = Project Group

All projects are attached to an Analytical Unit

Project hierarchy Level 1

Level 1 to 3 are used Level 2

Level 4 can be used depending on Level 4

Each type of project follows different management rules

Quotation project Q.XXXXXXX.Y.ZZ

Construction project P.XXXXXXX.Y.ZZ

Maintenance project M.XXXXXXX.Y.ZZ

Pull-through project E.XXXXXXX.Y.ZZ

Fast-close project F.XXXXXXX.Y.ZZ

Technical project (Goodwill transfer, etc.) Z.XXXXXXX.Y.ZZ

Guarantee project W.XXXXXXX.Y.ZZ

Overheads projects G.XXXXXX.YYY.ZZ

Sold projects follow different management rules according to their progress

Project closed during the financial year, without provisions

P1 to Total Full Cost (Final) = Total Full Cost (Actual)

P2 to Cash-ins (Actual) = Invoicing (Actual)

P1 to Cash-ins (Actual) = Invoicing (Actual)

Quotation project Sold projects

Manual transfer Automatic transfer Automatic transfer

The PM can import all P1 projects

The PM can also import all P5 projects

Date taken from

The calculations lead to expenses

These expenses are followed-up on quotation projects

Order not obtained Order obtained

Information from the AIPC report

Main quotation indicators are available (Amount,

When an order is obtained, a Project number is opened in status 1

Select the Project

Enter the Quotation number

An Initial Budget and an unlimited number of

Each project is available in detail and at any time

The Project lines are the same for all the

Accessible via the FrontPage

The interactive format of the follow-up documents allows easy access to

Display the main reports

Forecasting the To do Expenses and the To do

Data of the last

The PM enters the to

Provides access to every EV Sheet on the fist

For CFC: Screen specifically dedicated to P2 management

Request to switch Accounting for Status Change P2 Projects

PM CFC CFC Dedicated

In practice, the PM requests the P2 status change: