IFS Manufacturing Information Sources

An information source is a combination of facts and dimensions (base data) which is structured to hold information designed to be used to compile reports and analytics using the IFS Business Reporter tool. Refer the IFS Online Documentation and eLearning for more information about this tool.

One or more of these information sources can be used when creating an IFS Business Reporter report.

Shop Order

General Description

The Shop Order information source is mainly based on IFS/Shop Order. The main purpose of this information source is to present shop order data to support high level summarizations and analyses to evaluate the shop floor performance, for instance, using the Count Perfect Shop Order metrics.

Reports/Analysis

• Shop order performance analysis (e.g., monthly on time, early, and late shop order analysis)
• Shop order cost analysis (e.g., planned and actual scrap costs, planned and actual accumulated cost per product)

Access Types

1. Online
2. Data Mart

Specific Attributes

• Lot Size: The desired lot size. You can use this measure to study changes over time for a specific part.
• Original Lot Size: The original lot size. This measure can for instance, be used together with the lot size in order to follow up over time if updates are often applied on a specific part or a group of parts.
• Operation Scrapped: The quantity of the parts scrapped during the manufacturing process. This measure facilitates the option to follow up on the number of scrapped parts for a defined period, i.e., on a weekly, monthly or quarterly basis.
• Quantity Remaining: This is a count of the remaining quantity. You can use this measure to follow up on the quantity of parts planned to be manufactured during a specific time period but not completed.
• Planned Op Scrap: The quantity that is planned to be scrapped on the shop order. This value is calculated as: Scrap Factor (%) × Lot Size.
• Pegged Quantity: The quantity of the ordered part that is pegged. This implies a fixed connection between a demand and a supply (sometimes called fixed booking). The pegged supply quantity (when the parts are received into stock), will be automatically reserved for the demand. You can use this measure to keep track of the amount of a specific part that is pegged and the type of object(s) that represents the demand.
• Total Std Accum Cost: This is an estimated or predetermined cost of performing an operation or producing a good or service under normal conditions. Standard costs are used as target costs (or the basis for comparison with the actual costs), and are developed from historical data analysis or from time and motion studies. They almost always vary from actual costs, because every situation has its share of unpredictable factors.
• Total Est Accum Cost: The estimated cost is an expense that has been forecasted and which pertains to a given business purpose, product or project. An example of an estimated cost might be a forecast made for the expenses involved in manufacturing a product that is still under construction.
• Actual Accumulated Cost Total: Actual cost is defined as the costs actually incurred and recorded in accomplishing work performed during a given time period for a scheduled activity or workbreakdown structure component, i.e., an actual amount paid (as opposed to estimated cost or standard cost). This measure includes amounts for direct labor, direct material, and other direct charges.
• Internal WIP: Work in progress (WIP) is the segment in the manufacturing process that has not been finished or recorded as a processed product or service. This measure represents all internal WIP, not including any WIP at the supplier site. You can use this measure to follow up on how the value of the Internal WIP varies over time.
• WIP at Supplier: Work in progress (WIP) is the segment in the manufacturing process that has not been finished or recorded as a processed product or service. This measure represents all external WIP. You can use this measure to follow up on how the value of the external WIP located at the supplier site varies over time.
• Total Std Level Scrap Cost: Scrap is waste that either has no economic value or only the value of its basic material content recoverable through recycling. This measure represents the market or sale price of the total quantity scrapped during the manufacturing process.
• Operation Scrap Cost: The actual scrapping costs for the operation of manufacture.
• Count Shop Orders: Counted measures are created to facilitate the possibility to compare and combine counts of specific measures in the same record. Each shop order included in a record is counted and you can use the count to calculate values per shop order.
• Count Parked Shop Orders: Each parked shop order is counted and can be used to get the number of parked shop orders included in a record.
• Count Closed Shop Orders: Each closed shop order is counted and can be used to get the number of closed shop orders included in a record.
• Count Tardy Shop Orders: When the finish date of a shop order is later than its need date it is counted as a tardy shop order. This value can be used to get the number of tardy shop orders in a record.
• Tardiness: The number of days the shop order is falling behind its need date. You can for instance use this measure to find shop orders with tardiness greater than a predefined number of days.
• Count Perfect Shop Orders: When the completed quantity of a shop order is equal to its lot size and it is finished on time it is counted as a perfect shop order.
• Count Started On Time: If the actual start date of the shop order is the same as its planned start date, it is counted as a started on time shop order.
• Count Started Late: If the actual start date of the shop order is later than its planned start date, it is counted as a started late shop order.
• Count Started Early: If the actual start date of the shop order is earlier than its planned start date, it is counted as a started early shop order.
• Earliness: The number of days from the actual start date to the planned start date.
• Count Finished On Time: When the closed date of the shop order is equal to its need date, it is counted as a finished on time shop order.
• Order Qty Deviation: Sum of the operation deviation for the operations on this shop order. An operation deviation is booked when the sum of the quantity completed and scrapped on an operation differs from the planned operation quantity. You can use this measure to study the total operation deviation for a specific part or orders during a defined period.

• Note: To get the correct values for measure items Total Std Accum Cost, Total Est Accum Cost, Actual Accumulated Cost Total, Internal WIP, External WIP, Total Std Level Scrap Cost and Operation Scrapped Cost, aggregated shop order costs should be calculated for the site using the Aggregate Shop Order Costs per Shop Order dialog box.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
• Condition Code: You can use this dimension to view, group or filter data for specific condition codes. You can also use this dimension to combine this information source with others to generate reports.
• Planner: You can use this dimension to view, group or filter data for specific planners. You can also use this dimension to combine this information source with others to generate reports.
• Project: You can use this dimension to view, group or filter data for specific projects. You can also use this dimension to combine this information source with others to generate reports.
• Activity: You can use this dimension to view, group or filter data for specific project activities. You can also use this dimension to combine this information source with others to generate reports.
• Configuration Specification: You can use this dimension to view, group or filter data for configurable parts. This dimension is best used together with inventory parts.
• Close Date: You can use this time dimension based on the shop order close date to view data according to a specific time period.
• Earliest Start Date: You can use this time dimension based on the shop order earliest start date to view data according to a specific time period.
• Finish Date: You can use this time dimension based on the shop order finish date to view data according to a specific time period.
• Need Date: You can use this time dimension based on the shop order need date to view data according to a specific time period.
• Start Date: You can use this time dimension based on the shop order start date to view data according to a specific time period.
• Created Date: You can use this time dimension based on the shop order created date to view data according to a specific time period.
• Reporting Period: The dimension is connected to the closed date for closed shop orders and the need date for open shop orders.
• Company Reporting Period: The dimension is connected to the closed date for closed shop orders and the need date for open shop orders.
• Configuration Part Catalog: You can use this dimension to view, group or filter data for specific configuration part catalogs. You can also use this dimension to combine this information source with others to generate reports.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Shop Order window.
   

Shop Order Operation

General Description

The Shop Order Operation information source is mainly based on shop order operation statistics, operation history and shop order costing. It is possible for some measures to drill down to operation history in order to get all the transaction details. The main purpose of this information source is to present data based on the shop order operations to support summarizations and analysis to evaluate the manufacturing process.

Reports/Analysis

• Shop order operation performance analysis (e.g., planned and actual labor hours, planned and actual machine hours)
• Shop order operation cost analysis (e.g., planned and actual operation scrap costs, planned and actual machine/labor costs)

Access Types

1. Online
2. Data Mart

Specific Attributes

• Planned Qty: The quantity that is to be manufactured. You can compare this measure with the completed quantity in the same record to detect deviations between what is planned and what is completed.
• Completed Qty: The quantity of the parts completed by the operations. It is possible to drill down to operation history from this measure so that you can view all the history transactions of the shop order operations included in the record. You can activate the drill down by selecting the check box below the tree view and selecting which information you want to see when you drill down.
• Scrapped Qty: The quantity scrapped from the operations. It is possible to drill down to the operation history from this measure so that you can view all the history transactions of the shop order operations included in the record. You can activate drill down by selecting the check box below the tree view and select which information you want to see when you drill down.
• Remaining Qty: This is the remaining quantity to manufacture in the operations. You can compare this measure with the planned quantity, completed quantity and scrapped qty in the same record to get an overview of the progress.
• Crew Size: The number of people required to run the operation.
• Setup Crew Size: The number of people required to set up the operation.
• Queue Time: The number of hours that the operations are scheduled to wait in queue before being processed. It is based on the work center calendar.
• Transport Time: The number of hours that it takes to transport material from this operation.
• Count Operations: Counted measures are created to facilitate the possibility to compare and combine counts of specific measures in the same record. Each operation which accounted for a record gets counted and by using this it is possible to calculate the values per operation.
• Count Tardy Operations: When the actual finish time of an operation is later than the planned finish time, it is considered as tardy. If the operation is tardy, it will be counted so that you can find the number of tardy operations in a record.
• Tardiness in Days: Tardiness of the operations in days for a single operation. This value is the same as the value in operation statistics.
• Labor Run Factor: This value together with the factor unit, indicates the time required for labor for a specific operation.
• Planned Labor Setup Time: The planned duration for the labor set up activity performed on the operation. You can compare this measure with actual labor set up time in the same record to detect deviations between what is planned and what is the actual result.
• Actual Labor Setup Time: The entire labor set up time reported on the operation.
• Planned Labor Run Time: The planned duration for the labor run activity performed on the operation. You can compare this measure with the actual labor run time in the same record to detect deviations between what is planned and what is the actual result.
• Actual Labor Run Time: The entire labor run time reported on the operation.
• Remaining Labor Run Time: This is the time remaining for the labor operation. You can compare this measure with the planned labor run time and actual labor run time in the same record to get an overview of the progress.
• Planned Setup Man Hours: This measure represents the man hours planned for the operation set up and is calculated as: Planned Labor Setup Time x Setup Crew Size. You can include this measure in a record when it is necessary to follow up the time required for operation set up.
• Actual Setup Man Hours: The man hours reported for labor setup of the operation and calculated as: Actual Labor Setup Time x Setup Crew Size.
• Planned Man Hours: This measure represents the man hours planned for the operation run and is calculated as: Planned Labor Run Time x Crew Size. You can include this measure in a record when it is necessary to follow up the required run time.
• Actual Man Hours: The man hours reported as labor run time of the operation and calculated as: Actual Labor Run Time x Crew Size.
• Mach Run Factor: This measure represents the manufacturing factor. This value together with the factor unit, indicates the time required to use the machines or equipment for the operation.
• Planned Mach Setup Time: The planned machine hours that will be set up during the operation process. Examples of a set up period for a machine can be, e.g., the need to clean a machine, change of machine parts, and so on. You can compare this measure with actual machine set up time in the same record to check if the result is in line with what is expected.
• Actual Machine Setup Time: The time which is actually required to set up the operation.
• Planned Mach Run Time: This measure is the number of hours that the machine is planned to run during the operation process. You can compare this measure with the actual machine run time to check for deviations between what is planned and the actual result.
• Actual Mach Run Time: This measure signifies the number of hours reported as machine run time for the operation.
• Remaining Mfg Hours: The manufacturing time in hours remaining for the operation.
• Planned Labor Setup Cost: A planned cost is the approved estimated cost for a work package or summary item. This measure represents the planned cost for the labor set up work required for the operation. You can compare this measure with the actual labor set up cost in the same record to evaluate if there is inconsistency between what is planned and the actual result.
• Actual Labor Setup Cost: The actual cost represents the actual expenditures incurred by a program or project. This measure represents the actual costs for labor set up for the operation.
• Planned Labor Cost: The planned labor cost for running the operation. You compare this measure with the actual labor cost in the same record to evaluate if there is inconsistency between what is planned and the actual result.
• Actual Labor Cost: The actual labor cost for running the operation.
• Total Planned Labor Cost: This measure represents the total planned labor cost for the operation and is calculated as: Planned Labor Setup Cost + Planned Labor Cost.
• Total Actual Labor Cost: This measure represents the total actual labor cost for the operation and is calculated as: Actual Labor Setup Cost + Actual Labor Cost.
• Planned Machine Setup Cost: Examples of a set up period for a machine can be, e.g., the need to clean a machine, change of machine parts and so on. This measure represents the cost for performing such actions. You can compare this measure with the actual machine set up cost to check if the result is in line with what is expected in the same record.
• Actual Machine Setup Cost: The cost associated with the time actually required to perform machine set up for the operation.
• Planned Machine Cost: This measure represents the planned cost for the operation related to running the machine. You can compare this measure with the actual machine cost in the same record to evaluate if there is an inconsistency between what is planned and the actual result.
• Actual Machine Cost: The cost associated with the time actually required to run the machine in order to finish the operation.
• Total Planned Machine Cost: This measure represents the total planned machine cost for the operation and is calculated as: Planned Machine Setup Cost + Planned Actual Machine Cost.
• Total Actual Machine Cost: This measure represents the total actual machine cost for the operation and is calculated as: Actual Machine Setup Cost + Actual Machine Cost.
  Note: Planned costs for the operation: Planned Labor Setup Cost, Planned Labor Cost, Planned Machine Setup Cost and Planned Machine Cost.
  The values are calculated based on the values in the Shop Order Costs/Costed Operation tab. To have the correct values here, shop order cost estimates should be calculated when any update of lot size or other factors that affect the planned cost have been changed. This value does not include overhead costs.
  Actual costs for the operation: Actual Labor Setup Cost, Actual Labor Cost, Actual Machine Setup Cost and Actual Machine Cost.
  Actual costs for the operation are calculated based on labor transactions. This does not include overheads.

• Planned Subcontracting Cost: This measure represents the planned cost for purchasing the execution of the operation from a subcontractor. The values are calculated based on the values in the Shop Order Costs/Costed Operation tab. To have the correct values here, shop order cost estimates should be calculated when any update of lot size or other factors that affect the planned cost has been changed. Subcontracting overheads and additional costs are also included in this.
• Actual Subcontracting Cost: The actual cost for purchasing the execution of the operation from a subcontractor. The actual subcontracting costs are based on the transactions. The value includes the overheads and additional costs.
• Planned Qty per Machine Hour: This measure represent the quantity planned to be produced per machine hour and it is calculated as: Planned Qty per Machine Hour = (Planned Qty)/(Planned Machine Setup Time + Planned Machine Run Time).
• Actual Qty per Machine Hour: The actual quantity produced per machine hour and is calculated as: Actual Qty per Machine Hour = (Reported Qty)/(Actual Machine Setup Time + Actual Machine Run Time).
• Machine Efficiency: This value indicates whether more or less machine time than planned was used in production relative the quantity produced. A value above 100 means that less time was used per produced item and a value below 100 means more time was used. It is calculated as: ((Reported Qty Complete + Reported Qty Scrap)/(Actual Machine Setup + Actual Machine Runtime))/(Planned Operation Qty/(Planned Machine Setup + Planned Machine Runtime)) x 100.
• Labor Efficiency: This value indicates whether more or less man hours than planned was used in production relative the quantity produced. A value above 100 means that less time was used per produced item and a value below 100 means more time was used. It is calculated as: ((Reported Qty Complete + Reported Qty Scrap)/(Actual Setup Man Hours + Actual Man Hours))/(Planned Operation Qty/(Planned Setup Man Hours + Planned Man Hours)) x 100.
• Machine Productivity: This value indicates whether the items approved on the operation where produced with less or more machine time per time unit than planned or not. A value above 100 means more approved items were produced per time unit than planned and a value below 100 means more time was used. It is calculated as: Machine Efficiency × Reported Qty Complete/(Reported Qty Complete + Reported Qty Scrap).
• Labor Productivity: This value indicates whether the items approved on the operation where produced with less or more labor time per time unit than planned or not. A value above 100 means more approved items were produced per time unit than planned and a value below 100 means more time was used. Calculated as: Labor Efficiency × Reported Qty Complete/(Reported Qty Complete + Reported Qty Scrap).
• Operation Qty Deviation: Deviation between the actual completed and scrapped quantities relative to the planned operation quantity. A positive operation deviation is created when an operation is over reported. A negative operation deviation is created when an operation is closed with the quantity reported which is less than planned.
  
  Note: There is a limitation related to the following measures: Planned Qty per Machine Hour, Actual Qty per Machine Hour, Machine Efficiency, Labor Efficiency, Machine Productivity, Labor Productivity.
  These values are for individual operations taken from operation statistics. Therefore if a report is generated for multiple operations, these values are not correct. For example, if you generate a report to view the efficiency of all the operations finished in the previous month as a single value, this would not be correct.
  To get the correct value for cost measures in this information source, aggregated shop order costs should be calculated for the site using the Aggregate Shop Order Costs per Shop Order dialog box
• Actual Labor OH Cost: The actual labor overhead cost occurred and reported. Usually it include cost of supervisors and non-direct labor cost, like supporting labor cost.
• Actual Machine OH Cost: The actual machine overhead cost occurred and reported. Usually it includes cost of electricity, gas, rent, depreciation and more.
• Actual Resource Hours: The machine runtime reported on the operation considering the reported resource share. Calculated as: Machine Run Time * Resource Share.
• Actual Setup Resource Hours: The machine setup time reported on the operation considering the reported resource share. Calculated as: Machine Setup Time * Resource Share.
• Planned Labor OH Cost: The planned labor overhead that most likely will occur. Usually it include cost of supervisors and non-direct labor cost, like supporting labor cost.
• Planned Machine OH Cost: The planned machine overhead cost that most likely will occur. Usually it includes cost of electricity, gas, rent, depreciation and more.
• Planned Machine Setup Time: The planned machine setup time for this operation.
• Planned Resource Hours: The machine runtime per unit considering the resource share planned for the operation. If the operation has a resource share per unit defined, this value will be multiplied with the lot size before multiplied with the machine runtime. If the operation has a fixed resource share, this value is directly multiplied with the machine runtime.
• Planned Setup Resource Hours: The machine setup time considering the resource share planned for the operation. Calculated as: Machine Setup Time * Resource Share.
• Resource Share: This indicates how big share of the capacity of a work center resource the operation will utilize during its duration. The value entered must be higher than 0 and not higher than 1. If 0.5 is entered this means the operation will utilize 50% of the resource capacity during its duration. If a value for Resource Share per Unit has been entered this value is calculated as Resource Share per Unit * Quantity and cannot be manually updated. The cost and load of both machine setup and runtime of the operation is affected by this value.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
• Production Line: You can use this dimension to view, group or filter data. It indicates from which production line the transactions have been performed. For example, you can view how many items have been produced from each production line and the machine hours reported and also the cost for each month.
• Work Center: You can use this dimension to view, group or filter data. It indicates from which work center the transactions have been performed. For example, you can view how many items have been produced from each work center and the machine hours reported and also the cost for each month.
• Labor Class: You can use this dimension to view, group or filter data. It indicates by which labor class the transactions have been performed. For example, you can view the total cost reported from each labor class in a month.
• Setup Labor Class: You can use this dimension to view, group or filter data. It indicates by which labor class the setup transactions have been performed. For example, you can view the total setup cost reported from each setup labor class in a month.
• Planned Start Date: You can use this time dimension based on the operation’s planned start date to view data according to the time period.
• Planned Finish Date: You can use this time dimension based on the operation’s planned finish date to view data according to the time period.
• Actual Start Date: You can use this time dimension based on the operation’s actual start date to view data according to the time period.
• Actual Finish Date: You can use this time dimension based on the operation’s actual finish date to view data according to the time period.
• Reporting Period: The reporting period is connected to the actual finish date for closed operations and to the planned finish date for open operations.
• Company Reporting Period: Company reporting period is connected to the actual finish date for closed operations and the planned finish date for open operations.
• Activity: You can use this dimension to view, group or filter data for specific project activities. You can also use this dimension to combine this information source with others to generate reports.
• Planner: You can use this dimension to view, group or filter data for specific planners. You can also use this dimension to combine this information source with others to generate reports.
• Project: You can use this dimension to view, group or filter data for specific projects. You can also use this dimension to combine this information source with others to generate reports.
• Work Center Resource: You can use this dimension to view, group or filter data. It indicates by what work center resource the transactions have been performed. For example, you can view the total cost reported from each work center resource in a month.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Available for some measures

• Writeback
  Not available

• URL Navigation
  To the Shop Order window

Shop Order Operation History

General Description

The Shop Order Operation History information source is based on labor and operations history. The main purpose of this information source is to provide support for designing basic Business Reporter reports for shop order operations. Since Employee, Created By Employee and Transaction Date exist as dimensions for this information source it is possible to create reports in the transaction level.

Reports/Analysis

• Shop order scrap analysis (e.g., operation scrap per scrap reason, operation scrap per machine resource)
• Employee performance analysis (attendance and productive work hours of employees) when employee reporting is in use.
   

Access Types

1. Online
2. Data Mart

Specific Attributes

• Setup Time: This measure is based on the machine set up time reported from the transactions.
• Manufacturing Time: The machine run time reported from the transactions.
• Labor Setup Time: The labor set up time reported from the transactions.
• Labor Time: Labor run time reported from the transactions.
• Setup Man Hours: This measure represents the man hours reported on the transactions and based on the labor set up time and set up crew size.
• Man Hours: The man hours reported as labor run time on the transactions and based on the labor time and crew size.
• Manufacturing Cost: The cost of machine run time or the cost of outside operations reported on the transactions.
• Labor Cost: Cost of labor run time reported on the transactions.
• Overhead 1 Cost: Machine overhead 1, labor overhead or outside operation overhead cost reported on the transactions.
• Overhead 2 Cost: Machine overhead 2 or the outside operation batch overhead cost reported on the operations.
• Completed Qty: The quantity completed when the operation report is entered. Origins from the transactions.
• Scrapped Qty: The quantity reported as scrapped for the operation. Origins from the transactions.
• WIP Buildup: Work in progress (WIP) is the segment in the manufacturing process that has not been finished or recorded as a processed product or service. This measure represents the WIP buildup equal to the total value of the transactions.
• Resource Hours: The machine runtime reported on the operation considering the reported resource share. Calculated as: Machine Run Time * Resource Share.
• Scrap Cost: The amount of cost considered as scrap for the part up to this level, including the costs for parts in the underlying structure. This is based on the calculation for scrap.
• Setup Resource Hours: The machine setup time reported on the operation considering the reported resource share. Calculated as: Machine Setup Time * Resource Share.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
• Work Center: You can use this dimension to view, group or filter data. It indicates from which work center the transactions have been performed. For example, you can view how many items have been produced from each work center and the machine hours reported and also the cost for each month.
• Labor Class: You can use this dimension to view, group or filter data. It indicates by which labor class the transactions have been performed. For example, you can view the total cost reported from each labor class in a month.
• Employee: If the transactions are reported through shop floor reporting, you can view, group or filter labor transactions according to the employee who performed the transaction. For example, the labor set up and labor run man hours reported by each employee in a month.
• Created By Employee: If the transactions are reported through shop floor reporting, you can view, group or filter labor transactions according to the employee who has been logged on to shop floor workbench when the transactions were performed. If individual employees log on to shop floor workbench for operations reporting, you can use this dimension to generated reports for quantity completed or scrapped by each employee.
• Transaction Date: You can use this time dimension based on the transaction date to view data related to events, like for instance scrap, according to time periods.
• Reporting Period: You can use this dimension to view data according to BI reporting periods. The date is same as the transaction date for a single operation history record.
• Company Reporting Period: You can use this dimension to view data according to company reporting periods. The date is same as the transaction date for a single operation history record.
• Activity: You can use this dimension to view, group or filter data for specific project activities. You can also use this dimension to combine this information source with others to generate reports.
• Project: You can use this dimension to view, group or filter data for specific projects. You can also use this dimension to combine this information source with others to generate reports.
• Work Center Resource: You can use this dimension to view, group or filter data. It indicates by what work center resource the transactions have been performed. For example, you can view the total cost reported from each work center resource in a month.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Operation History window

Shop Order Material

General Description

The Shop Order Material information source is mainly based on shop order material and material history. The main purpose of this information source is to present data based on the shop order material line to support creation of Business Reporter reports that focus on statistics for consumables needed in the manufacturing process.

Reports/Analysis

• Required and issued quantity analysis
• Component scrap analysis

Access Types

1. Online
2. Data Mart

Specific Attributes

• Actual Component Cost: This measure represents the actual cost for the issued component. You can use this measure when it is of interest to follow up on the cost for a specific component/consumable.
• Component Scrap: A fixed quantity of the component part that is scrapped once per order.
• Issued Qty: The quantity of the component part issued for use in the manufacturing process.
• Qty per Assembly: The quantity of the component part needed to manufacture one parent part.
• Remaining Qty: The quantity of the component part remaining to be reserved for the shop order.
• Required Qty: The total quantity of component parts needed for the shop order material line. This information is calculated based on the quantity per parent part and the lot size of the shop order. The quantity required is calculated: Quantity Required = ((Quantity per Assembly * Lot Size)/(1 - (Scrap Factor/100))) + Component Scrap. You can compare this measure with: Component Scrap, Issued Qty, Qty per Assembly, Remaining Qty and Scrapped Qty in the same record too to check if the required quantity is equal to Qty Issued and if not, the cause.
• Scrap Factor: The scrap factor as a percentage, indicating how much of the component part is scrapped per unit of the parent part that is manufactured. This value is used to determine the quantity of the component part required.
• Scrapped Qty: The quantity of the component that has been scrapped.

Supported Dimensions

• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
• Condition Code: You can use this dimension to view, group or filter data for specific condition codes. You can also use this dimension to combine this information source with others to generate reports.
• Project: You can use this dimension to view, group or filter data for specific projects. You can also use this dimension to combine this information source with others to generate reports.
• Activity: You can use this dimension to view, group or filter data for specific project activities. You can also use this dimension to combine this information source with others to generate reports.
• Planner: You can use this dimension to view, group or filter data for specific planners. You can also use this dimension to combine this information source with others to generate reports.
• Required Date: You can use this time dimension based on the shop order material line required date to view data according to the time period.
• Company Reporting Period: You can use this dimension to view data according to company reporting periods. The date is same as the transaction date for a single operation history record.
• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Reporting Period: You can use this dimension to view data according to BI reporting periods. The date is same as the transaction date for a single operation history record.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Shop Order window

Part Cost

General Description

The Part Cost information source is mainly based on IFS/Costing. The main purpose of this information source is to provide the option to analyze and compile precalculated costs for different combinations of part number, cost set, template, cost group and so on. It is often of interest to identify deviations between the precalculated costs for different cost sets.

Reports/Analysis

• Value added and non-value added cost analysis
• Direct and indirect cost analysis

Access Types

1. Online
2. Data Mart

Specific Attributes

• Total Level Cost: The total cost for this particular level of the part structure. Total level cost does not include accumulated component material costs.
• Total Accum Cost: This measure represents the total cost for a specific level and all underlying levels in the part structure.
• Level Sales Cost: Sales cost can be defined as the expenses directly related to creating the goods or services being sold (for example, cost of raw materials, salaries of persons turning raw materials into sellable goods, depreciation of equipment). However, sales costs exclude other important expenses, like R & D, marketing, and interest payments on debt. This measure represents the total cost for this particular level of the part, including the sales overhead costs.
• Total Sales Cost: The total accumulated cost including the sales overhead buckets
• Estimated Material Cost: Material cost is the cost of the raw materials and components used to create a product. The material cost of a product excludes any indirect costs, for example, overhead associated with producing the product. This measure represents the estimated material cost of the part and it is based on the value defined in the inventory part register.
• Average Purchase Price: This measure characterizes the price a certain product is typically sold for.
  Note: The part must have been received from a purchase order before any value can be retrieved.
• Latest Purchase Price: The latest purchase price for a certain product.
• Fixed Level Cost: Fixed costs are usually defined as expenses that are not dependent on the level of goods produced by the business. They tend to be time-related, such as salaries or rent being paid per month, and are often referred to as overhead costs. This is in contrast to variable costs, which are volume-related (and are paid per quantity produced). This measure represents fixed costs linked to a particular level of the part structure.
• Fixed Accumulated Cost: The fixed cost for the part up to this level, including the costs for parts in the underlying structure.
• Variable Level Cost: Variable costs are expenses that change in proportion to the production output. Variable costs are those costs that vary depending on a company's production volume; they rise as production increases and fall as production decreases. Variable costs differ from fixed costs which tend to remain the same regardless of production output. Variable cost is the sum of marginal costs over all units produced. This measure represents the variable costs linked to a particular level of the part structure.
• Variable Accum Cost: The variable cost for the part up to this level, including the costs for parts in the underlying structure.
• Level Scrap Cost: The scrap cost is how much a physical asset's individual components are worth when the asset itself is deemed no longer usable. This measure represents the scrap costs linked to a particular level of the part structure.
• Accum Scrap Cost: The scrap cost for the part up to this level, including the costs for parts in the underlying structure.
• Indirect Level Cost: Indirect cost means costs that are not directly accountable to a cost object (such as a particular project, facility, function or product). Indirect costs may be either fixed or variable. Indirect costs include administration, personnel and security costs. These are costs which are not directly related to production. This measure represents the indirect costs linked to a particular level of the part structure.
• Indirect Accum Cost: The indirect cost for the part up to this level, including the costs for parts in the underlying structure.
• Direct Level Cost: Direct costs are directly attributable to the object. In manufacturing the portion of operating costs that is directly assignable to a specific product or process is a direct cost. Examples of direct costs are materials, labor and expenses related to the production of a product. This measure represents the direct costs linked to a particular level of the part structure.
• Direct Accum Cost: The amount of cost considered as direct for the part up to this level, including the costs for parts in the underlying structure.
• Sunk Level Cost: A sunk cost is a retrospective (past) cost that has already been incurred and cannot be recovered. A sunk cost differs from other, future costs that a business may face, such as inventory costs or R&D expenses, because it has already happened. Sunk costs are independent of any event that may occur in the future. This measure represents the sunk costs linked to a particular level of the part structure.
• Sunk Accum Cost: The sunk cost for the part up to this level, including the costs for parts in the underlying structure.
• Relevant Level Cost: A relevant cost is a cost that differs between alternatives being considered. Relevant costs are decision specific, meaning that a relevant cost may be important in one situation but irrelevant in another. Examples of when management uses relevant costs can be seen when it is determining whether to sell or keep a business unit, make or buy an item, or accept a special order. This measure represents the relevant costs linked to a particular level of the part structure.
• Relevant Accum Cost: The relevant cost for the part up to this level, including the costs for parts in the underlying structure.
• Value Added Level Cost: The costs for the enhancement a company gives its product or service before offering the product to customers. Value added is used to describe instances where a firm takes a product and provides potential customers with a feature or add-on that gives it a greater sense of value. For example, offering one year of free support on a new computer would be a value added feature and the cost for this is a value added cost. This measure represents the value added costs linked to a particular level of the part structure.
• Value Added Accum Cost: The amount of accumulated cost that is to be considered as value added costs.
• Non Value Added Level Cost: Time and/or money spent on an activity or task that adds to the total cost, but does not enhance the value of the product in the eyes of the customer. For example, in the manufacturing industry, when equipment breaks down, it can significantly delay production. To fulfill standing obligations, the company may need to expedite the production process, taking on extra costs such as overtime pay for workers or possibly temporary employees to keep production on schedule. Equipment breakdowns then are non-value added costs that can in turn lead to additional non-value added costs such as wait time. This measure represents the non-value added costs linked to a particular level of the part structure.
• Non Value Added Accum Cost: The amount of accumulated cost to be considered as a non-value adding cost.
• Supportive Act Accum Cost: The amount of accumulated cost to be considered as a supportive cost.
• Unit Related Level Cost: Unit cost is the cost incurred by a company to produce, store and sell one unit of a particular product. Unit costs include all fixed costs (i.e., plant and equipment) and all variable costs (labor, materials, and so on.) involved in production. This measure represents the unit related costs linked to a particular level of the part structure.
• Unit Related Accum Cost: The amount of accumulated cost to be considered as a unit related cost.
• Batch Related Level Cost: Batch costs can be defined as the identification and assignment of those costs incurred in completing the manufacture of a specified batch of components. For example, the cost to set up a machine to run a batch of 5,000 items is a batch related cost.
• Batch Related Accum Cost: The amount of accumulated cost to be considered as a batch related cost.
• Product Related Level Cost: Product cost incurred by a business when running the manufacturing process. It is the cost of direct labor, direct materials, consumable production supplies, and manufacturing overhead that are used to create a product. This measure represents the product related costs linked to a particular level of the part structure.
• Product Related Accum Cost: The amount of accumulated cost to be considered as a product related cost.
• Facility Sust Level Cost: Facility sustaining costs are incurred to support the organization as a whole and not for individual products. Therefore they should not be allocated to products for most decisions. Any allocation will be arbitrary. This measure represents the facility sustaining costs linked to a particular level of the part structure.
• Facility Sust Accum Cost: The amount of accumulated cost to be considered as a facility sustaining cost.
  Note: Value added-, non-value added-, supportive-, unit-, batch-, product- and facility sustaining costs are only assigned to activities when using activity based costing.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Planner: You can use this dimension to view, group or filter data for specific planners. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
   

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Part Cost window

Part Cost History

General Description

The Part Cost History information source is mainly based on IFS/Costing. The main purpose of this information source is to provide the option to analyze and compile precalculated costs for different parts over time for cost set 1.

Reports/Analysis

Part cost variance analysis (historical and current cost)

Access Types

1. Online
2. Data Mart

Specific Attributes

• Total Level Cost: The total cost for this particular level of the part structure. Total level cost does not include accumulated component material costs.
• Total Accum Cost: This measure represents the total cost for a specific level and all underlying levels in the part's structure.
• Level Sales Cost: Sales cost could be defined as expenses directly related to creating the goods or services being sold (like the cost of raw materials, salaries of persons turning raw materials into sellable goods, depreciation of equipment). However, sales costs exclude other important expenses, like R & D, marketing, and interest payments on debt. This measure represents the total cost for this particular level of the part, including the sales overhead costs.
• Total Sales Cost: The total accumulated cost including the sales overhead buckets.
• Estimated Material Cost: Material cost is the cost of the raw materials and components used to create a product. The material cost of a product excludes any indirect costs, for example, overhead associated with producing the product. This measure represents the estimated material cost of the part and it is based on the value defined in the inventory part register.
• Average Purchase Price: This measure characterizes the price a certain product is typically sold for.
  Note: That the part must have been received from a purchase order before any value can be retrieved.
• Latest Purchase Price: The latest purchase price for a certain product.
• Fixed Level Cost: Fixed costs are usually defined as expenses that are not dependent on the level of goods produced by the business. They tend to be time-related, such as salaries or rent being paid per month, and are often referred to as overhead costs. This is in contrast to variable costs, which are volume-related (and are paid per quantity produced). This measure represents fixed costs linked to a particular level of the part structure.
• Fixed Accumulated Cost: The fixed cost for the part up to this level, including the costs for parts in the underlying structure.
• Variable Level Cost: Variable costs are expenses that change in proportion to the production output. Variable costs are those costs that vary depending on a company's production volume; they rise as production increases and fall as production decreases. Variable costs differ from fixed costs which tend to remain the same regardless of production output. Variable cost is the sum of marginal costs over all units produced. This measure represents the variable costs linked to a particular level of the part’s structure.
• Variable Accum Cost: The variable cost for the part up to this level, including the costs for parts in the underlying structure.
• Level Scrap Cost: The scrap cost is how much a physical asset's individual components are worth when the asset itself is deemed no longer usable. This measure represents the scrap costs linked to a particular level of the part structure.
• Accum Scrap Cost: The scrap cost for the part up to this level, including the costs for parts in the underlying structure.
• Indirect Level Cost: Indirect cost means costs that are not directly accountable to a cost object (such as a particular project, facility, function or product). Indirect costs may be either fixed or variable. Indirect costs include administration, personnel and security costs. These are costs which are not directly related to production. This measure represents the indirect costs linked to a particular level of the part structure.
• Indirect Accum Cost: The indirect cost for the part up to this level, including the costs for parts in the underlying structure.
• Direct Level Cost: Direct costs are directly attributable to the object. In manufacturing the portion of operating costs that is directly assignable to a specific product or process is a direct cost. Examples of direct costs are materials, labor and expenses related to the production of a product. This measure represents the direct costs linked to a particular level of the part structure.
• Direct Accum Cost: The amount of cost considered as direct for the part up to this level, including the costs for parts in the underlying structure.
• Sunk Level Cost: A sunk cost is a retrospective (past) cost that has already been incurred and cannot be recovered. A sunk cost differs from other, future costs that a business may face, such as inventory costs or R&D expenses, because it has already happened. Sunk costs are independent of any event that may occur in the future. This measure represents the sunk costs linked to a particular level of the part structure.
• Sunk Accum Cost: The sunk cost for the part up to this level, including the costs for parts in the underlying structure.
• Relevant Level Cost: A relevant cost is a cost that differs between alternatives being considered. Relevant costs are decision specific, meaning that a relevant cost may be important in one situation but irrelevant in another. Examples of when management uses relevant costs can be seen when it is determining whether to sell or keep a business unit, make or buy an item, or accept a special order. This measure represents the relevant costs linked to a particular level of the part structure.
• Relevant Accum Cost: The relevant cost for the part up to this level, including the costs for parts in the underlying structure.
• Value Added Level Cost: The costs for the enhancement a company gives its product or service before offering the product to customers. Value added is used to describe instances where a firm takes a product and provides potential customers with a feature or add-on that gives it a greater sense of value. For example, offering one year of free support on a new computer would be a value added feature and the cost for this is a value added cost. This measure represents the value added costs linked to a particular level of the part structure.
• Value Added Accum Cost: The amount of accumulated cost that is to be considered as value added costs.
• Non Value Added Level Cost: Time and/or money spent on an activity or task that adds to the total cost, but does not enhance the value of the product in the eyes of the customer. For example, in the manufacturing industry, when equipment breaks down, it can significantly delay production. To fulfill standing obligations, the company may need to expedite the production process, taking on extra costs such as overtime pay for workers or possibly temporary employees to keep production on schedule. Equipment breakdowns then are non-value added costs that can in turn lead to additional non-value added costs such as wait time. This measure represents the non-value added costs linked to a particular level of the part structure.
• Non Value Added Accum Cost: The amount of accumulated cost to be considered as a non-value adding cost.
• Sup Act Level Cost: Expenses incurred in activities not directly associated with production, such as design, engineering, and procurement. This measure represents the supportive costs linked to a particular level of the part structure.
• Supportive Act Accum Cost: The amount of accumulated cost to be considered as a supportive cost.
• Unit Related Level Cost: Unit cost is the cost incurred by a company to produce, store and sell one unit of a particular product. Unit costs include all fixed costs (i.e., plant and equipment) and all variable costs (labor, materials, and so on) involved in production. This measure represents the unit related costs linked to a particular level of the part structure.
• Unit Related Accum Cost: The amount of accumulated cost to be considered as a unit related cost.
• Batch Related Level Cost: Batch costs can be defined as the identification and assignment of those costs incurred in completing the manufacture of a specified batch of components. For example, the cost to set up a machine to run a batch of 5,000 items is a batch related cost.
• Batch Related Accum Cost: The amount of accumulated cost to be considered as a batch related cost.
• Product Related Level Cost: Product cost incurred by a business when running the manufacturing process. It is the cost of direct labor, direct materials, consumable production supplies, and manufacturing overhead that are used to create a product. This measure represents the product related costs linked to a particular level of the part structure.
• Product Related Accum Cost: The amount of accumulated cost to be considered as a product related cost.
• Facility Sust Level Cost: Facility sustaining costs are incurred to support the organization as a whole and not for individual products. Therefore they should not be allocated to products for most decisions. Any allocation will be arbitrary. This measure represents the facility sustaining costs linked to a particular level of the part structure.
• Facility Sust Accum Cost: The amount of accumulated cost to be considered as a facility sustaining cost.
  Note: Value added-, non-value added-, supportive-, unit-, batch-, product- and facility sustaining costs are only assigned to activities when using activity based costing.
• Product Related Accum Cost: The amount of accumulated cost to be considered as a product related cost. This is assigned to activities only when activity based costing is used.
• Product Related Level Cost: The amount of level cost to be considered as a product related cost. This is assigned to activities only when activity based costing is used.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Planner: You can use this dimension to view, group or filter data for specific planners. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
• Creation Date: You can use this time dimension based on the part cost history record creation date to view data according to time periods.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Part Cost History window

Estimate Deliverables

General Description

The Estimate Deliverables information source is mainly based on IFS/Estimate. This information source includes measure items from estimate deliverables. Since the deliverable are per customer, the reports should be generated for customer. Specifically, since the sales price/Curr are in the currency specified for the customer, the reports have to be generated per customer (either filter the report by the customer or use customer as a repeater)

Reports/Analysis

• Quantity vs Unit Cost
• Quantity vs Unit Price
• Profit Ratio vs Version

Access Types

1. Online
2. Data Mart

Specific Attributes

• Override Sales Price/Curr: You can override the calculated sales price by adding a value in this field. The value is in selling currency.
• Quantity: The item quantity of the cost estimate.
• Sales Price/Base: Total sales price of top items in base currency.
• Sales Price/Curr: Sales price in the currency in which the customer is being charged.
• Total Additional Cost/Base: Total additional cost in estimate currency.
• Total Cost: The total cost of the item including variable and additional costs.
• Total Markup/Base: Total markup value in estimate currency.
• Total Variable Cost/Base: Total variable cost in estimate currency.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Customer: You can use this dimension to view, group or filter data for specific customers. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Estimate window

Estimate Item Cost

General Description

The Estimate Item Cost information source is mainly based on IFS/Estimate. The main purpose of this information source is to provide the option to analyze capabilities related to item costs, insecurities and markups.

Reports/Analysis

• Level and accumulated cost distribution.
• Item Level and Accumulated Cost Report.

Access Types

1. Online
2. Data Mart

Specific Attributes

• Accum Variable Cost: Total accumulated variable cost for the item.
• Accumulated Additional Cost: The accumulated additional cost for the item.
• Accumulated Cost Contingency: The accumulated cost contingency of the item for the specific cost element.
• Accumulated Markup: The total accumulated markup for the item.
• Level Additional Cost: The additional cost added on the item for the specific cost element.
• Level Cost Contingency: The level cost contingency added on the item for the specific cost element.
• Level Markup: The level markup for the item.
• Level Variable Cost: The level cost of the item for the specific cost element. Insecurities are also included in this value.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Estimate Item: You can use this dimension to view, group or filter data for specific estimate items. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Estimate window

Sales and Operations Plan

General Description

The Sales and Operations Plan information source is mainly based on IFS/Sales and Operations Planning. The main purpose of this information source is to provide the option to further analyze the sales and operations data.

Reports/Analysis

• Forecast accuracy.
• Inventory value.

Access Types

1. Online
2. Data Mart

Specific Attributes

• Actual Backlog: The actual backlog that exists in the period.
• Actual Inventory: The on hand usable quantity for the period.
• Shipped Qty: The actual issued quantity that exist in the period.
• Actual Receipts: The actual receipts that exist in the period.
• Average Cost: The average cost of an item belonging to the Level 0 family.
• Average Sales Price: The average sales price of an item belonging to the Level 0 part family.
• Backlog in Days: This is calculated as new backlog plan / (new production plan / calendar days).
• Calendar Days: The number of working days per planning period.
• Cost of Goods Sold: The direct costs of actual shipped goods.
• Diff Actual Receipts vs. Old Operations Plan: The difference between the actual receipts and the operations plan entered in previous S&OP cycle.
• Diff Shipped Qty vs. Old Forecast: The difference between the shipped quantity and the old forecast entered in previous S&OP cycle.
• Diff New vs. Old Forecast: The difference between the proposed forecast and the forecast entered in previous S&OP cycle.
• Diff New vs. Old Operations Plan: The difference between the proposed operations plan and the operations plan entered in previous S&OP cycle.
• Inventory Days on Hand: This is calculated as inventory plan / (new forecast / calendar days). New forecast / calendar days is the daily demand rate.
• Inventory Plan: The calculated inventory plan for the product family. For the current period this is calculated as actual inventory from last period - new forecast + new plan. For subsequent periods this is calculated as previous period inventory plan - new forecast + new plan.
• Last Year Shipped Quantity: The actual issued quantity that existed in the corresponding period one year ago.
• MS Level 1 Forecast: The MS level 1 forecast that exists in the period.
• MS Level 1 Supply: The MS level 1 supply that exists in the period.
• New Backlog Plan: The new calculated backlog plan for the product family. For the current period this is calculated as actual backlog from last period + new forecast - new operations plan. For subsequent periods this is calculated as previous period backlog plan + new forecast - new operations plan.
• New Forecast: The proposed forecast.
• New Operations Plan: The proposed operations plan.
• Old Backlog Plan: The backlog plan entered in previous S&OP cycle.
• Old Forecast: The forecast entered in previous S&OP cycle.
• Old Operations Plan: The operations plan entered in previous S&OP cycle.
• Open Supply: The actual supply that exists in the period.
• Order Book Amount: This is calculated as order book quantity * actual sales price for the parts.
• Order Book Qty: The actual demand that exists in the period.
• Projected Actual Cost: Calculated as Cost of Goods Sold * new forecast.
• Shipped Amount: This is calculated as shipped quantity of each part that the family part consist of * actual sales price for the parts.
• Unconstrained Forecast: The true demand potential that exist without considering any constraints that may exist, such as capacity, materials, cash-flow, etc.

Supported Dimensions

• Company: You can use this dimension to view, group or filter data for specific companies. You can also use this dimension to combine this information source with others to generate reports.
• Inventory Part: You can use this dimension to view, group or filter data for specific inventory parts. You can also use this dimension to combine this information source with others to generate reports.
• Planner: You can use this dimension to view, group or filter data for specific planners. You can also use this dimension to combine this information source with others to generate reports.
• Site: You can use this dimension to view, group or filter data for specific sites. You can also use this dimension to combine this information source with others to generate reports.
• Statistical Period: You can use this dimension to view, group or filter data for specific periods. You can also use this dimension to combine this information source with others to generate reports.

Main Features Supporting IFS Business Reporter

• Zoom In
  Available for all measures

• Drill Down
  Not available

• Writeback
  Not available

• URL Navigation
  To the Sales and Operations Planning for Make to Stock window or Sales and Operations Planning for Make to Order window.