C_TS422_2023 SAP Certified Associate - SAP S/4HANA Cloud Private Edition, Production Planning and Manufacturing Free Practice Exam Questions (2025 Updated)

A production version in SAP S/4HANA (material master, MRP 4 view) links a BOM and routing for production. For it to be valid and consistent:

The deletion flag must NOT be set for the bill of material (BOM) or the routing(A): If the BOM (CS02) or routing (CA02) has a deletion flag, it cannot be used in production planning or execution, rendering the production version invalid. This is a basic integrity check in SAP.

The assigned routing and bill of material (BOM) must be valid in the entire validity period(C): The production version’s validity period (e.g., Valid From/To dates) must align with the BOM and routing’s validity. If either expires or is invalid during the version’s timeframe, the system cannot use it (checked in MRP or order creation).

The lot size range must be within the lot size range of the assigned routing(E): The production version’s lot size (MRP 4 view) must fall within the routing’s lot size range (CA02, header data). If the order quantity exceeds this range, the version is inconsistent for planning.

The consistency check(B) (transaction C252) is a manual validation tool, not a requirement for validity—it’s optional.Same validity period(D) is not mandatory; overlapping validity is sufficient, as long as both are valid when needed. This is per SAP’s production version documentation.

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.

In SAP S/4HANA, awork center hierarchy(transaction CR21/CR22) organizes work centers for capacity planning and evaluation:

A group of alternative work centers providing a cumulative available capacity for production(B): A work center hierarchy groups multiple work centers (e.g., CR01-defined centers) into a tree structure (e.g., a top node with sub-nodes). The system aggregates their capacities (visible in CM01) into a cumulative total, allowing planners to evaluate or assign production across the group as a single capacity pool, often used in bottleneck analysis or reporting.

Hierarchy levels by priorities(A) isn’t correct—priorities are set in routings or PP/DS, not hierarchies, which focus on capacity aggregation.Work centers in a production line sequence(C) reflects routing (CA01) or REM line hierarchy (LDM1), not a work center hierarchy.Parallel sequence for splitting quantities(D) is a routing concept (Parallel Sequence), not a hierarchy function. This is per SAP’s capacity planning documentation.