Dynamics 365 Supply Chain Management

The current design of slotting is ignoring the location directives for the put location. The slotting design seem to only respect the 1 location that is identified in the «Slotting plan» after «Locate demand» function.

This behaviour reduces the use cases where slotting functionality can be applied and is probably one reason why it is not used to a higher extent.

The current design ignores location directives for “Put” and does not allow warehouses to work in a dynamic way with refilling of locations with slotting. I.e. by using the location directives strategy «Empty location with no incoming work» to make sure that slotting will be done to an empty location, and not to a location where it already holds material.

The current behaviour will continuously refill the location that holds the item in the slotting area. This is suboptimal for many warehouses.

Suggestion to either incorporate the location directives logic for “put” in slotting or to enhance the slotting framework to enable a similar use of the strategy “Empty location with no incoming work” to increase the chances for warehouses to actually use slotting and in a WMS optimal way.

Slotting should support the zone concept(or other criteria in location directives) and not only single location usage. 

During Data migration we always have requirement to import Purchase orders and sales orders. Often times we have to mark purchase orders and sales order for direct delivery sales orders. It would be nice to have entity with may be following fields which will do this as a part of OOB application.

SalesOrderLIne #

PurchaseOrderLine #

PurchId

SalesId

ItemID

The cost basis that can pull in external market indexes and flow through the cost rollup to be the base "cost" that price adjustment and margin adjustments apply off of.

Currently, it is not possible to receive under- and over-delivery goods in transit using the Goods in transit orders form.

The receiving process is divided into two steps: 1- registration | 2- receive.

In case a SO has a quantity of 100 and the registration is performed for 90 quantities. When receiving, the quantity that displays is 100 and not the registered quantity. Also, the location that was populated on the registration form is not considered.

Two suggestions to fix this:

1. Selection of Quantity Status: Introduce an option to choose which quantity status to consider, similar to the process for product receipt on a standard purchase order. This would allow users to select whether they want to receive only the registered quantities or the full ordered quantities.
2. Flexible Quantity Receipt in LC Parameters: Add an option in the LC parameters that permits receiving quantities different from the ordered quantities.

On completion of the Picking work for Transfer order having multiple items with multiple license plates, system is not allowing to pick and complete the work, instead it is throwing the error "The work cannot be completed because pick work lines exists with different LOCATED license plate IDs."

However, the customer wants to get a single work created with more than one licence plates to pick/put the work in the transfer order.

System should allow to configure workflow using total amount as condition for purchase agreement.

In some industries and scenarios it is necessary to advise the customer to work with formula. It is then a clear competitive disadvantage not to be able to use the variant configurator with all its functions. 

we have an idea that we need to deliver an order in package, the scenario is in order to do this we create a main end product [finished goods] and connected are often 2 sub production parts. We keep them scheduled together using pegged supply.

Scheduling backward from promised delivery date using synchronize works fine. But if we try to re-schedule the sub-production parts earlier to optimize production capacity when there is a capacity space earlier -> scheduling with references synchronized to main-prod order goes wrong for one of sub-prod parts. We need to keep full (sub)prod orders together as it needs to be sent to customer as a whole package.  

so if you re-schedule the jobs from the dispatching resource and set the scheduling date "forward from delivery date", it generates the scheduling job "forward from today", not the expected results.

Re-schedule 2 connected sub-production order parts forward from date earlier than originally planned & synchronize scheduling to main-prod order is causing that first sub-prod order is scheduled forward today instead of entered 'scheduling date'. We need to schedule full order and not only one job to keep operations of sub and main prod order aligned in the factory. There should not be to many gaps in production planning dates because of WIP space/overview problems & production lead times are short.

the problem is impacting the business as Efficiency in scheduling and use of available capacity cannot be improved, and incorrect planned dates create issues in keeping connected parts together. This results in an inability to deliver the full package to the customer on time and causes unwanted work-in-progress (WIP) and space problems in the factory due to misaligned scheduling.

Planners manually attempt to keep the main production order synchronized, requiring extra effort, and reschedule without using reference synchronization settings.

Confirmed ship date on intercompany sales order can't be updated using the Sales order lines V2 data entity

Without it, users need to do it manually which leads to process inefficiencies and utilization of users to the task that otherwise should be possible to be automated. This leads to additional cost to the business

A very common requirement that comes up on many projects and especially wholesale distributors is the need to store and see sub-totals along the various levels within the Pricing Tree. I view the Pricing Tree as essentially the Costing Sheet for Standard Cost but the Pricing Tree is for how the Selling Price has been calculated.

Here is an example:

Let's say we buy something for $1,000 from the Vendor. The company decides they want to utilize two Margin Components to Mark Up the Cost along the way to the final selling Price. They determine they want one for 10% to cover corporate Procurement and Marketing expenses and another 2% for inbound Freight. They would like to see this $1,120 as a sub-total in the Pricing Tree labelled as "Sales Cost". This Sales Cost is what the salespeople are allowed to see and all commissions and store level profitability is calculated from Sales Cost to Selling Price instead of all the way back to the actual Financial Cost. Some organizations require to display some of these sub-totaled layers in the Pricing Tree on reports and invoices so it would need to be a stored value to utilize in reporting. Additionally, they often want to allow further Discounts, Rebates, etc. pointing at one of these named/stored Sub-Totals. For example, the customer might get 24% markup from Sales Cost but then 2% off Selling Price for using the private label credit card and a 5% Vendor Rebate leverage another layer in the Pricing Tree.

• Allow for the insertion of named Sub-Totals in the Pricing Tree
• Store these Sub-Totals to leverage on reports and other processes
• Allow these various Sub-Totals to be pointed at throughout other Pricing Elements so the Margin Components, Discounts, Rebates, etc. can access different layers of the Pricing Tree.