A structure that controls the transfer of costs from the cost components of one cost component layout into the cost components of another cost component layout.
If the cost component layout of the primary cost component split for the cost center activity prices is not the same as the cost component layout of the primary cost component split for the products, the transfer structure can be used to specify how the cost component split of an internal activity or process for a material cost estimate is transferred into the cost component splits of the material being costed.
In contrast to the switch layout in Cost Center Accounting, which reassigns cost components within a single cost component layout, the transfer structure assigns cost components between two different cost component layouts.
More terms such as transfer structure (CO-PC) in Dictionary T.
- Manual Top-Level Navigation Bar:
- Help The two horizontal bands below the header area at the top of the screen transfer structure (co-pc) definition.
- Manual Time Slot (LE):
- Help starting and finishing time, covering a maximum of 24 hours. Both times are expressed in hours, minutes and seconds. Example Work shift from 6:00 hours through 14:00 hours The value range of the transfer structure (co-pc) explain.
- Manual Tile:
- Help information on the user interface of the CRM System. The CRM Mobile System consists of different components, each of which contains tile sets made up of several tiles. A tile has a title bar that transfer structure (co-pc) what is.
- Manual Target Stock:
- Help Level to which the stock of a material at a customer is filled up by the replenishment process. The target stock can either be defined manually or calculated by a forecast transfer structure (co-pc) meaning.
- Manual Transportation Planning:
- Help used for planning and organizing shipments. During transportation planning, all planned deliveries for shipments are compiled. A route is generated on the basis of the delivery schedule, number of transfer structure (co-pc) abbreviation.
