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CASE STUDY
Student Guide
Infor Unified Method Case Study
Contents
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Marketing
Procurement
Finance
Human resources
Information Technology
Sales Operations
Accounting
Sales are entered and recorded at each distribution center in order to provide better customer
service to the regional customers. Purchasing is done at the corporate office in order to
consolidate their purchasing and provide better overall inventory at the distribution centers
2.1
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2.2
Company Structure
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2.3
Key Stakeholders
Accounting Supervisor The accounting supervisor manages the accounts payable (A/P)
and accounts receivable (A/R) specialists. The accounting supervisor also monitors the
invoice due dates to ensure the suppliers are paid on time. The accounting supervisor also
manages the payments and the Accounts Payable balances. The accounting supervisor will
be responsible for processing financial entries from the new Infor Sales and Procurement
system to the SAP system at the end of each day.
Accounts Payable (A/P) Specialist) The A/P specialists are responsible for creating,
matching, and processing invoices. Invoices are received directly from vendors via EDI
(electronic data interchange) or they are entered manually by the A/P specialist. They are
interested in having the system include the following capabilities:
Automatic notification when suppliers have met requirements for additional rebate
payment due to use of recyclable packing materials.
Create Requests for Bids for products to the online trading community and create
supplier orders from those bids on a daily basis
Customer (Online) The online customer would like to have access to online sales ordering
where they can view a catalog, place a sales order, and pay for their order directly via the
Internet. This may occur several times a day, whenever a customer wants to order directly
from AutoBarn. Peak ordering periods are Christmas time (300+ orders per day). The online
customer will want to save order preferences and billing information.
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Customer Service Manager (CSM) The customer service manager is responsible for
entering all orders into the system, resolving customer requests, questions and complaints,
providing pricing and delivery information
The customer service manager is interested in having the system include the following
capabilities:
Inventory Agent Inventory agents are responsible for managing inventory. They are
specifically interested in keeping track of materials and conducting physical inventory counts.
The inventory agents are interested in using the system to assist them in placing orders for
products or parts when they fall below a pre-set reorder threshold. They would also like to be
notified when critical products are received. In addition, they would like to be able to enter
physical inventory count information, track location of materials and increase inventory turns
for all items.
Procurement Manager The procurement manager is responsible for the identification and
engagement of potential suppliers who will provide products to AutoBarn. The procurement
manager also monitors the performance of each vendor to determine if they are in compliance
with the terms and conditions of their contract.
The procurement manager is interested in having the system provide the following
capabilities:
Establish Suppliers
Evaluate Bids
The procurement manager would also like to use the system to monitor and analyze supplier
performance by using several key performance indicators (KPI). He would like to be able to
do this several times a day to determine the continuation of business with existing suppliers.
Receiving Agent Receiving agents are members of the workers union and are responsible
for accepting products that are shipped through common carriers (such as UPS and FedEx).
They receive, inspect, and log all new products received.
The receiving agents would like to have the system do the following:
The receiving agent would also like to acknowledge product receipt and indicate whether the
supplier used approved recyclable packing materials that qualify for the AutoBarn recyclable
packaging rebate. He needs to be able to enter this information on a daily basis.
Sales Manager The sales manager develops and manages the successful execution of the
agreed annual sales budget and ensures adherence to budget limitations, as well as
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continually reviewing market conditions and competitor activity to identify, report and act on
competition.
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2.4
Automatic generation of a packing list for each customer order grouped by zip code
Ability to track recyclable materials on a weekly basis, when the materials are picked
up by the recycling firm. The day of the week, of the pickup, may vary by warehouse
location.
Business Goals
During discussions with the AutoBarn business and process owners, the following business
strategy and business process improvement options were identified:
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16. Manage recycling materials better and more efficiently, and to account for the monies saved
using the AutoBarn Environmental Program.
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2.5
2.6
2.7
Business Statistics
The Warehouse Operations department groups all shipments by zip code and
delivery date.
During the peak of the ordering cycle, an average of 30 purchase orders are created
each day.
It generally takes 7 days to complete the bid process from the initial bid request to
creation of a purchase order.
Assumptions
The workers union has indicated that they will not support this project.
The warehouse managers want to improve their interface with the sales organization.
Costs can be reduced by purchasing products from the online trading community
instead of using commodity Suppliers.
The Infor system will be the system of record for customers and suppliers.
Multi-currency functioning is not covered by this project all amounts will be converted
to USD and used in the system as USD.
Constraints
The workers union may go on strike and not attend the training needed to operate the
system.
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The new system will need to be approved by the respective Vice Presidents of Sales and
Procurement in order to ensure it meets the business objectives.
The legacy system cannot be decommissioned before the new system has been
reviewed and approved by the AutoBarn executive management.
In order for a vendor to be eligible for the recycling program, the materials used must
be accepted by the AutoBarn recycling center.
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2.8
Project Scope
The recently completed Value Engineering engagement resulted in the definition of 3 major
projects:
1. Project 1 Replacement of AutoBarns legacy Sales Order Management, Purchasing,
and Inventory systems and the additional functionality for the AutoBarn Environmental
Program for recycling and rebates.
2. Project 2 Replacement of AutoBarns legacy Financial Management system
3. Project 3 Implementation of a Human Capital Management System
This case study focuses on Project 1, which includes the following scope:
Process
Sub-Process
Procure-to-Pay
Purchasing
Notes
Accounts Payable
Inventory
Order-to-Cash
ION Integration
Points
Custom Extension
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rebate program
2.9
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ORDER TO CASH
Current Order entry is handled at each distribution center.
Order entry, inventory, and procurement are part of the homegrown distribution system.
Weekly batch processes are run to upload financial entries into the SAP financial system for
each business unit.
Orders are entered into the homegrown order entry system by order entry clerks.
The majority of orders are phoned in, but some are mailed or faxed to the customer service
representatives.
Estimated ship dates are determined by the in-stock status and average lead time for
shipping.
Shipping Information
Billing Information
Terms of Agreement
After 30 minutes of inactivity the customer will be logged out and the cart
will be cleared.
Customer will have the ability to change credit cards at the time of order
entry.
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Integration needs to be developed to transmit financial entries from the Infor Sales to the
SAP system.
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PROCUREMENT
Current Procurement is conducted at the corporate office.
All inventory items are sourced from a range of suppliers in the USA.
For the purchases of after-market accessories, car audio and security systems, requisitions
are manually created, approved, and then converted to purchase orders (PO).
For spare parts, (batteries, lubricants etc.), AutoBarn is a member of a private online trading
community. They conduct community bidding and convert these bids to requisitions and
purchase orders.
AutoBarn currently uses a third-party supplier performance monitoring application. They are
not happy with this application.
Under the new system, supplier invoice matching will be completed within the
new Infor Sales and Procurement system and corresponding automatic financial
entries will be passed to the SAP System.
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10. The dashboard will be displayed in a graphical form on the screen; the
user will have to select the options for display
11. The data will be displayed in charts, graphs and dial type displays to
show the data in a graphical display so the user can easily identify
problems
Extend the Infor receiving function to support the capture of environmental
compliance; use of recyclable packaging by suppliers.
Extend the Infor Sales and Procurement system to include custom supplier
recyclable packaging rebate processing.
Extend the Infor Sales and Procurement system to include custom
management of packing material recycling by the Warehouse Manager.
Value Engineering estimate of $120k in inventory savings for year 1
Rebate Requirements
Eligibility for the rebate will be determined for each shipment when the goods are
received, and the rebate applied manually when the supplier invoice is processed for
payment by the A/P specialist. If a supplier delivers goods that use a combination of
recyclable and non-recyclable packing materials, then they will only be eligible for
50% of the regular rebate payment.
AutoBarn has been assured that the standard functionality included in the packaged
application Purchasing module will support the creation and maintenance of
Purchase Orders for the recycling contractors., this includes a contracted recycling
rate for each type of recyclable item Standard functionality provided in the
Purchasing module will also support the receipt of goods from suppliers, but it
includes no provision for recording whether the packing materials used meet the
criteria for a rebate. AutoBarn has also determined that the standard functionality
included in the Accounts Payable module will support their requirements for the
processing and payment of the rebate.
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To support the tracking of funds received for recycled materials, AutoBarn would like
the new system to support the recording of the materials handed over to the recycling
contractor for each pickup. At the time of each pickup, the warehouse manager at
each location will enter information about the materials that are ready for recycling,
including material type (e.g., aluminum cans, paper, cardboard, etc.) and weight, and
print a two-part recycled materials record for the contractors driver.
The recycling providers driver will acknowledge the receipt of items loaded on the
truck on the recycled materials record and indicate the current price for each
material type, which will be taken from a Current Price List provided each day to the
recycling provider contractors drivers. The system will determine if there is a
difference between the contracted recycling rate for the type of material, and the
current price and highlight any variances greater than 10%.
The warehouse manager will then record the current price information and complete
the transaction, resulting in a receivable amount being established for the recycled
materials. Financial entries for the expected amount of refund will need to be created
for this amount. This information will be captured for each pickup and reconciled by
the accounts receivable clerk with payments received from the contractor.
AutoBarn has determined that the functionality needed to support the Recyclable
Materials Management requirements is not standard in the new Infor Sales and
Procurement system.
If a recycling provider has not yet been entered into the AutoBarn Sales and
Procurement system, it needs to be possible for the warehouse manager to create
the recycling provider in the system, and enter a purchase order for a one time pickup
of items, not to exceed $500. Standard functionality would be used to create the
purchase order for a one-one time pickup. Both the pending recycling provider and
the pending purchase order would be reviewed by the purchasing manager.
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Requirement
MoSCoW
Process
Ref.
Comments
001
Standard functionality
002
Standard functionality
003
Standard functionality
004
Standard functionality
005
ION integration
006
ION integration
007
008
Need RFP
009
Need RFP
010
Standard functionality
011
012
013
Custom
014
Interface
015
Custom
016
Custom
017
Standard functionality
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Interface
019
Custom
020
Custom
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2.13 Glossary
Application Programming Interface (API) an interface implemented by an application that enables it to
interact with other applications. It facilitates interaction between applications or systems.
COTS Commercial off-the-shelf - a term for software or hardware, generally technology or computer
products, that are ready-made and available for sale, lease, or license to the general public. (Source:
Wikipedia)
i
CRUD Create, read, update, and delete are the four basic functions of persistent storage, a major part of
nearly all computer software. Sometimes CRUD is expanded with the words retrieve instead of read or
destroys instead of delete. It is also sometimes used to describe user interface conventions that facilitate
viewing, searching, and changing information; often using computer-based forms and reports.
Bids The act of one who bids, a statement of what one will give or take for something; especially: an offer of
a price, something offered as a bid; an opportunity to bid.
Blanket Order A contract under which a vendor agrees to provide goods or services on a purchase-ondemand basis. The contract generally establishes prices, terms, conditions and the period covered (no
quantities are specified); shipments are to be made as required by the purchaser.
Dashboard - a dashboard is a user interface that, somewhat resembling an automobile's dashboard,
organizes and presents information in a way that is easy to read. However, a computer dashboard is more
likely to be interactive than an automobile dashboard (unless it is also computer-based). To some extent, most
graphical user interfaces (GUIs) resemble a dashboard.
Delivery Cycle - the difference between the promised date and the actual delivery date
Financial Metrics - difference between the PO and invoice costs
Invoice A detailed list of goods shipped or services rendered, with an account of all costs; an itemized bill;
and the goods or services itemized in an invoice.
Inventory turns - In accounting, the Inventory turnover is an equation that measures the number of times
inventory is sold or used over in a period such as a year. The equation equals the cost of goods sold divided
by the average inventory. Inventory turnover is also known as inventory turns, stock turn, stock turns, turns,
and stock turnover.
MoSCoW MoSCoW is a technique used in business analysis to reach a common understanding with
stakeholders on the importance they place on the delivery of each requirement - also known as MoSCoW
prioritisation or MoSCoW analysis.
On Infor projects, the MoSCoW list should be used as a central repository of all known requirements, along
with their respective prioritization and linkages to process models, use cases, test cases etc.
M - MUST: Describes a requirement that must be satisfied in the final solution for the solution to be considered
a success.
S - SHOULD: Represents a high-priority item that should be included in the solution if it is possible. This is
often a critical requirement but one which can be satisfied in other ways if strictly necessary.
C - COULD: Describes a requirement which is considered desirable but not necessary. This will be included if
time and resources permit.
W - WON'T: Represents a requirement that stakeholders have agreed will not be implemented in a given
release, but may be considered for the future.
Online Trading Community A trading community provides participants with a structured method for trading,
bartering, or selling goods and services. These communities often have forums and chartrooms designed to
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facilitate communication between the members. An online trading community can be likened to the electronic
equivalent of a bazaar, flea market, or garage sale.
Purchase Order The signed written acceptance of the offer from the vendor. A purchase order serves as
the legal and binding contract between both parties.
Procurement The combined functions of purchasing, inventory control, traffic and transportation, receiving,
inspection, store keeping, and salvage and disposal operations.
Procurement Cycle - difference between the date the bid was submitted and the time the order was received
in the warehouse
Quality metrics - defects in goods received
Receipt The act of receiving, the fact of being or having been received, a quantity or amount received, a
written acknowledgment that a specified article, sum of money, or shipment of merchandise has been
received.
Request for Bid (RFB) A solicitation in which the terms, conditions, and specifications are described and
responses are not subject to negotiation.
Request for Proposal (RFP) A solicitation in which it is not advantageous to set forth all the actual, detailed
requirements at the time of solicitation and responses are subject to negotiation. Price must be a factor in the
award but not the sole factor.
Requisition An internal document that a functional department (stores, maintenance, production, etc.)
sends to the purchasing department containing details of materials to meet its needs, replenish stocks or
obtain materials for specific jobs or contracts.
Supplier Performance Monitoring Infor Procurement & Spend Analytics, part of the Infor BI Applications
product line, enables you to optimize supply side performance by integrating data from across the enterprise
value chain and enables executives, managers, and frontline employees to make more informed decisions.
Infor Procurement & Spend Analytics increases visibility into the complete procure-to-pay process, including
comprehensive spend and procurement analysis, supplier performance analysis, and supplier payables
analysis. Through complete end-to-end insight into the factors that impact company performance, you can
significantly reduce costs, enhance profitability, increase customer satisfaction, and gain competitive
advantage.
Three Way Match This is the most common method companies use to recognize a valid financial obligation.
Generally, an accounts payable clerk (or software system) attempts to 'match' every incoming invoice to a
valid purchase order and an approved packing slip or receipt/receiver. Many companies will not consider an
invoice to be payable until they have a purchase order with a price that matches the price on the invoice, and
some sort of document from the requestor that indicates that the items or services were received in good
order.
Voucher a document recording a financial transaction
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Instructions
Step 1 - List as many key stakeholders as you can. (10 min)
Step 2 - For your instructor - assigned stakeholder, list 3 to 5 expectations for the future system from
their point of view. (10 min)
Stakeholder
Expectation
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Instructions
Your team is about to start scoping the Infor Sales and Procurement application. Collaborate with
your team to review the partially completed System Context Diagram. Use any available information
within the Case Study to add key information (information flows, inputs, and outputs) for the actor that
was assigned to your team. (Hint: information flows should use adjectives and nouns, not verbs)
If you have time, try describing key information for one of the systems below.
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Instructions
Workshops have just been conducted for Task BRE.050 Develop High-Level Business
Process Model
Depending on which Role you have assigned to, you must now create BRE-050 Future State
Process Model
Your Future State Process Model should include the standard best-practice FOR YOUR
ASSIGNED ROLE only, along with an indicator of any Gaps as per the following table.
For Bonus Points identify any ION integration points, along with any workflows
Process
Role
Gap
All
Ac
co
unt
ing
Su
pe
rvi
sor
Order-toCash
Cu
sto
me
r
(O
nli
ne
)
Procure-toPay
A/
P
Sp
eci
ali
st
Procure-toPay
Pr
oc
ur
em
ent
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Ma
na
ge
r
Re
cei
vin
g
Ag
ent
Procure-toPay
Procure-toPay
Procure-toPay
Buyer
W
ar
eh
ou
se
Ma
na
ge
r
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Instructions
Each team will use their pre-assigned actor and identify the use cases which are applicable to
the Infor Sales and Procurement system.
Draw the use case diagram and make certain the arrows point in the direction of the triggering
event.
Indicate which use case will require the Infor Sales and Procurement system to be extended.
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Instructions
In this exercise, the team will be given one use case to describe. Use this format for the description:
This use case begins when
The system responds by
The use case ends when.
Actor
Procurement Manager
Receiving Agent
Customer (Online)
Buyer
Accounting Supervisor
Warehouse Manager
Write the use case brief description. Use the checklist below as a guide. Review each description as
a team, using the checklist.
Does the first sentence describe how the primary actor starts the interaction with the system?
Does the last sentence indicate the system is ready for a new transaction or operation?
Does everyone on your team agree on the scope of the use case, as defined by the first and
last sentences?
Is the description written sufficiently broad to encompass all scenarios related to that use
case?
Does the description avoid introducing or assuming design constraints, such as screen
navigation?
Is the description written in the language of the user, from the point of view of the user, not the
system designers?
Tip
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Be sure to review the following case study information that pertains to the assigned actor:
Context Diagram
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Instructions
Using the use case brief description from the previous exercise, work with your team to discuss and
fill out the evaluation matrix (below). Fill in the table starting with the column on the left, and working
down the list in a column-wise fashion. Using the tools and suggestions below determine which use
cases should be worked on in the first iteration group.
Identify the actor(s) who initiates (Primary) for each use case and the secondary actors.
Assign a number (1,2,3 using the key below) for each use case in the Iteration, Priority,
Complexity, and Risk column.
Consider level of Risk that a use case brings to the project: technically feasible, use of existing
known COTS functionality
Consider Customer Priority as impact to the business goals (improvement over the current
business capability of AutoBarn)
Tip
Use the Urgency/Importance Matrix or the Pair-Choice technique
Evaluation Matrix
Use Case
Iteratio
n
Actors
Secondar
y Actors
Priority
Complexit
y
Risk
Dependency
UC001 Monitor
Supplier Performance
UC002 Acknowledge
Product Receipt
UC003 Create Online
Sales Order
UC004 Request Online
Bid
UC005 Apply Rebates
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UC006 Process
Supplier Financial
Entries
UC007 Capture
Recycling Pickup
Key:
1 = High
2 = Medium
3 = Low
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Instructions
In this exercise, complete the following sections for your assigned use case:
Context of Use
The Context Of Use should state under what conditions, when, how often, etc.
Assumptions
Pre-Conditions
What data must exist before the use case begins.
Post-Conditions
What data must exist after the use case ends.
Trigger
What starts the use case? Often the same as the first step of the use case, and the first step of
the brief description
NEATNESS COUNTS!
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10
Instructions
Review the Use Case Header and Brief Description created in the previous exercise before
proceeding with this exercise. Work with your team to write the Main Success Scenario.
Write the basic flow of your assigned use case. Refer to the example provided on the following page.
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11
Instructions
For the use case used in the previous exercise, identify two alternate flows from within the main flow
and write Alternate Flow Scenarios for each. Be sure to identify post-conditions when necessary.
See if you can identify an Exception Flow Scenario for extra credit.
Be prepared to review your alternate flows and exception flow with the class.
11.1
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12
Stakeholder
Expectation
Process financial entries from the new system to the SAP system.
Accounting Supervisor
Accounts Receivable
Specialist
Buyer
Customer (Online)
Customer Service
Manager
Inventory Agent
Procurement Manager
System will provide the capability to create and maintain purchase orders
System will provide the capability to solicit and process bid proposals
Allow for easier bid creation, review, and closure with the online trading
community on a daily basis
More easily respond to customer inquiries regarding orders (e.g., order status,
projected shipment dates, tracking number, etc.)
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Receiving Agent
Warehouse Manager
Recycling Contractors
Distribution Center
Managers
Human Resources
Marketing
Finance
IT Director
IT Operations
IT Architects
IT Developers
Accounting
System will provide the capability to review and approve purchase orders
System will provide the capability to monitor and analyze supplier Performance
System will capture the name of the shipping agent for each shipment
Automatic generation of a packing list for each customer order grouped by zip
code
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Supplier
Vendors
Common Carriers
Shipping Agent
Customers
Sales
Online Trading
Community
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Notes:
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Notes:
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The use case begins when the procurement manager selects the option
to analyze the performance of suppliers.
Delivery Cycle - the difference between the promised date and the
actual delivery date
The use case begins when the receiving agent selects the option to
record the receipt of the incoming shipment.
The system responds verifying that there is a PO for the goods being
received. The system captures the shipping agent (i.e., UPS), and the
quantity received using a standard COTS Purchase order and whether
or not the recyclable packing materials were used.
The use case ends when the system has updated the PO with the
receipt information and generates the financial entries related to the
receipt.
UC003 Create Online
Sales Order
The use case begins when a customer selects the option to place an
online sales order with AutoBarn.
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The use case ends when the customer is presented with order
confirmation number including an indication that their request has been
accepted by AutoBarn, and an option to print a receipt.
UC004 Request Online
Bid
The use case begins when the buyer selects the option to request bids
for items from the online trading community.
The use case ends when the request for bid has been sent to the online
trading community and the buyer is given confirmation from the Trading
Community system.
UC005 Apply Rebates
The use case begins when the A/P specialist selects the option to
manage recyclable shipping material rebates.
The use case ends when the A/P specialist has processed all rebates.
UC006 Process
Supplier Financial
Entries
The use case begins when the accounting supervisor selects the option
to process pending supplier payment and rebates financial entries to the
SAP system.
The use case ends when all financial entries have been successfully
submitted to the SAP system.
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Use Case
Iteration
Primary Actor
Priority
Complexity
Risk
Dependency
Procurement
Manager
UC002,
COTS002,
UC004
UC002 Acknowledge
Product Receipt
Receiving Agent
COTS002,
COTS004
Customer (Online)
COTS005
Buyer
n/a
A/P Specialist
n/a
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Accounting
Supervisor
UC002,
COTS002
Warehouse
Manager
n/a
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Assumptions:
The Dashboard will not reflect status of inactive suppliers or for non-approved and/or canceled
purchase orders.
Pre-Conditions: There is supplier purchase order and receipt information available to analyze.
Post-Conditions:
Trigger: The procurement manager selects the option to view the Supplier Performance Dashboard.
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Assumptions: Physical goods have been delivered to the AutoBarn receiving dock.
Pre-Conditions: A purchase order for the goods ready to be received already exists in the system.
Post-Conditions: A receipt record for the goods has been created in the system indicating whether the
packing materials used for the supplier shipment qualify for the AutoBarn recyclable packaging rebate.
Trigger: The receiving agent selects the option to accept items received at the warehouse.
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Assumptions: The customer will use a form that is integrated with standard COTS sales order functionality.
Post-Conditions:
A new customer order has been entered and stored in the system.
Trigger: The online customer selects the option to place a sales order to purchase goods from AutoBarn.
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Assumptions:
New, modified, and cancelled purchase requisitions serve as the catalyst for submitting request for
bid information to the online trading community.
Post-Conditions: The purchase requisition has been updated to show that an associated request for bid has
been sent to the online trading community.
Trigger: The buyer selects the option to manage bid requests to the online trading community.
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Assumptions:
All physical supplier receipts have been entered into the system.
Post-Conditions: A new invoice line is created in order to reflect the supplier rebate.
Trigger: During normal invoice processing, the A/P specialist selects the option to apply a rebate for an
invoice that is flagged by system to be eligible for supplier rebates.
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Assumptions: None
Pre-Conditions: Supplier Financial Entries are available to pass to the SAP system
Post-Conditions: Financial entry transactions have been transferred to the SAP system.
Trigger: The accounting supervisor selects the option to process pending supplier payment and rebates
financial entries to the SAP system.
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Assumptions:
The AutoBarn company and its suppliers continue to participate in a Recycling Program.
The recycling contractors handle payments for recycled goods by sending a check to AutoBarn.
Recyclable packaging material has been set aside and has been weighed and prepared for pickup.
Pre-Conditions: None
Post-Conditions:
The recyclable material weight, time of pickup, and current recycling rate is recorded in the Infor Sales
and Procurement system.
Financial entries for the expected amount of refund have been entered into the Infor Sales and
Procurement system.
Trigger: The recycling contractor is at the warehouse to pick up the recyclable material and the warehouse
manager selects the option to record recycling pickup information.
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Note: The recycling contractor paper receipt has been received by the warehouse manager and will
be manually sent to the Accounts Payable department.
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Exception Flow Scenario Post-Condition(s): No receipt has been recorded in the system.
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Alternate Flow Post-Condition(s): Customer exists in system and the customer is able to
proceed with check out.
Note: This is a good candidate for an <<includes>> use case.
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20.3.1
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Alternate Flow Post-Condition: The modified purchase requisitions in the AutoBarn Sales
and Procurement system are updated to show that only a portion of the quantity authorized
on the requisition was sent to the trading community on a request for bid.Exception Flow
Scenario Request Online Bid for items no longer available
Post-Condition: Any partial quantity changes that were made to the authorized purchase
requisition by the buyer are reset to their original values.
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Post-Condition: A new invoice line is created for 50% of the regular rebate value.
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Post-Condition: A new invoice line is created for a value equal to the standard rebate, plus
the additional rebate.
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Alternate Post-Conditions:
Another recycling contractor has been added to the list of recycling contractor that AutoBarn does
business with.
A purchase order has been created in Pending Approval status to record the one time contracted.
20.7.1.1
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Alternate Post-Condition: Another recyclable material type has been added to the list of
recyclable materials that the recycling contractor can now pick up.
Alternate Post-Condition: Items outside the contracted recycling rate tolerance range are
marked as exceptions.