in the next video. Hello and good morning from Copenhagen. Very much, very excited to familiarize you today with more topics around APBDS, sorry, EPBDS, as well as today the specific topics that we selected, ATP as well as how actually to migrate from A to B from the old APO world. to the new technology that's embedded within your S4 system and making you familiarize with how things are working and what can be done. So today with me very much two colleagues, we'll introduce ourselves in a second. We'll go a little bit of welcome introduction just so you get an idea of, in case you didn't join the last webinar, who we are, what we do and where we are as well as then a bit of a wrap up with regards to the last webinar, what we talked about, what EPBDS actually is, what's the roadmap. What's coming and what are cool new features but also what stays really from the good old APO, the things that have been quite well and things that shouldn't actually be changed like integration. We then move very much into the how to migrate to PBDS and how an implementation can look like. Cool features around AATP as well as the synergies that and the additional capabilities that come along if you have AATP in combination with PBDS in your new S4 system including a demo to familiarize you also with a little bit how that could look like, what are potential use cases, what can be done and actually how that could look like and what could be cool features and functionalities that you might use in the future. And obviously QA to close off at the end. So we're targeting more or less around two hours. Very important. We do have guys again, same as last time sitting in the back that are supporting us with questions and answers. So keep posting your questions as well as we go along. We will try and answer these during the session. Last time we've had a huge amount of questions. We were really amazed by the interest and also your very interesting and insightful questions. We will try and answer these during the session. If not, don't worry, we'll send out a consolidated sheet afterwards. Cool. On that one, I'd say let's get started. Let's get going. And yeah, me actually, I'm only doing the welcome today and the Q&A but it's really the guys up there and down there that are, let's say, having the content. I'm more than happy to have with me two colleagues that are really the experts on their field. Thomas and Benjamin. Maybe if you briefly introduce yourself, that'd be great. So everyone knows who we're talking to today. Yeah, sure. My name is Benjamin and I've been with Implement for the past one and a half years. And then I work with production planning for the past four years. Cool. Cool. Yeah. And I'm Thomas, the old guy. I've been in Implement for almost 20 years. I've been working with supply chain planning and operational planning for the last 25 years. So I'm really looking forward to be here today as well. That is quite a long time. I don't have that much. I've got around 12 years, let's say, production planning, supply chain planning, but more than excited to familiarize you now with the, let's say, wrap up from the last webinar, what we've been doing and what's been going on. So very much, let's get going and I'll see you later on stage, guys. Thank you. Cool. Let's get going with where we are and what we're doing with regards to local routes, global perspective, as it's called. So today's streaming from Copenhagen, the ones that joined last time might be remembering that last time we did a combo of Munich and Copenhagen. This time we decided to go to Copenhagen. Let's see where we're going next time. Oslo, we'll figure that out. But we're flexible around the world. And that's exactly the message also. We're more than 1600 consultants centered around the Nordics, around the Europe, as well as offices in the States to make sure that we can actually support our clients on a global perspective and make sure that we actually can run projects efficiently with local people that also know the local markets and the local perspectives and also speak their languages. In Germany, we've got Munich, Hamburg, Düsseldorf, we've got Zurich, we've got, as I said, all over the Nordics. So therefore, we're very much a global company that nevertheless keeps and tries to keep its Danish heritage to make sure that we also bring along really the value in the project. Looking at what we're actually doing, and you might remember from the last webinar, we're very much an operations-driven company. Let's say more or less around half of implement is really centered around operations strategy, operations definition, planning, what we're looking at today, execution. But nevertheless, that's not all we're doing because at some point we figured out if it's only operations, it's just not sufficient to do a real term and around of a company, which is also what we're doing because of a company, and we're doing the turnaround of a company, which is also why we have growth and innovation, but we've got digitalization and IT. Topics like data security are huge in these days. Strategy and including energy and climate as well as leadership and change management. And specifically, when it comes to change management, that's, let's say, also very intrinsic to us. We want to make sure that when we do projects, it's not at the point when we're leaving that the project falls apart, but we actually have it. change is rolled up as we say it here and not rolled down. So taking really the organization with us to make sure that everyone's involved and people know what we're talking about. Yeah, so therefore, let's get going and let's see where we're actually coming from today and who we've gathered today together to make sure that we've got a cool session here. Based on the sign-ups, really, that's pretty amazing to see. We've got people from Brazil. We've got people from South Africa. We do have people, obviously, from the States and a huge crowd out of Europe with more than 100 people that are currently on the webinar. So keep posting your questions so we know exactly where you are heading with your topics and what you want to understand. Cool. On that one, let's do a bit of a wrap-up of the last webinar in case you couldn't join. It's pretty straightforward. We are doing operational planning and scheduling in that webinar. That's what we're focusing on. As I said, we've got more than 1,600 people. We've got more than 1,600 people. We've got more than 1,600 people. We've got more than 1,600 people. We've got more than 1,600 people that are solely focusing on that. 250 nerds like me, Thomas, Benjamin, that are actually dedicating their mind to we want to make sure that a plan actually can be done, can be created. It includes its constraints, it includes its constraints, is linked to the SNOP, etc. So in case you have questions around that, feel free to drop us a coffee chat because we're more than nerdy and more than happy to discuss that with you at any point of time. And when we look at the webinar series, last time we were doing transforming from APO to S4. This time it's very much around the synergies between AATP and PBDS. And the good thing about the future is we can still create it, we can still form it. And that's exactly what that question mark there is about. We will ask you at the end in the Menti, what are the topics that you want to see for the next webinar? And please shoot your topics in the Menti at the end so we can transform that and make sure that in Q3, targeted around September and October, we have the topics that you are interested actually that we can then prepare with a little bit of a demo, with a little bit of a demo, with a little bit of a content and with a little bit of background. So therefore, feel free at the end to post your topic so we can actually get an interest with regards to or understand your interest with regards to what you're heading and what are the topics that you're really interested in. Looking at a quick reflection of the last webinar, we were looking at ePBDS use case mainly centered around alerting as well as the detailed scheduling board. And ePBDS or PPDS as it's called by now, S4PBDS, very much can support you in case you're not using it yet in exception-based planning. It gives you messages around, do I have components? It gives you messages around, is the capacity overutilized, underutilized? It also gives you an idea around, is that plan feasible? And that's the main topic. It supports you in constraint planning and optimization. It has nice, very nice detailed scheduling functionalities, either be it manual or automatic scheduling. And the good thing. And the good thing is, and that's what I like about it, and I like the way SAP designed that. It's intrinsically part of your S4 system. Technically, still an interface. But let's say, functionally, it's effectively a tick in the box that needs to be done. And then you can do PPDS-based planning and really make sure that you can define finite plans that are not an insult to the future, as we sometimes tend to say, but at least as good as possible. And it is really integrated with IDP and MES. So real-time integration into your tactical supply planning linked with your production planning then really makes a difference when it comes to making sure you've got a feasible plan that everyone can support. So what is it? We have still, and that's the good thing, as I said, a perfect integration. And I think that's one of the most important points. However, we're adding quite some cool topics. We've got new Fiori apps. We've got new planning functionalities like tank planning. We've got a new optimizer, a PP optimizer, which is not just scheduling, but it can also adjust the size of an order. And that really makes a difference. And we do have a really cool, and that's what we're going to reflect on today, integration with AATP to make sure that we can confirm orders to our customers within seconds without having to make 10 and 15 phone calls to different departments. Can I do that? Yes or no? Do we have capacity on the machine? Do we have components? Et cetera. These kind of things. So this is why I think the new world with regards to ePBDS really does make a difference. And to summarize very briefly, we've got a very cool UI that's been put on top, the Fiori applications. We do have new functionalities that are there. And on the next page, we'll look at the roadmap and more to come. We do have new reporting. That's something, let's say, in the past that really was a bit of a, let's say, limping hip of APBDS. With regards to reporting, there's cool new KPI monitoring coming. We've got end-to-end planning capabilities that are very much aligned with IBP. And I think the best thing is we do have a really cool feature to create a good 90% version of the plan that we're going to execute at the end with the DS and the PP optimizer and potentially heuristics that you can use in the system to build a plan that's there to stay and to be executed. When we look at what's in already, I've just described that. But let's also take a look at what's about to come. We do have in 2024 an even easier generation, for instance, of setup matrices. We do have very much shelf life planning that's coming and even being improved in the future. And furthermore, cool features that are about to come are, for instance, generative AI to help you in the perimeter. And then we do have a lot of optimization of the optimization of the optimizer. These are topics that SAP is working on and discussing, as well as new features for the detailed scheduling board. So Thomas, Benjamin, and myself are actually going to Waldorf in July to do the beta testing, take a look at the new features and functionalities, and we're really thrilled to go there and see what's about to come. So far on recap of the last webinar, what ePBDS is actually about. In case you've got further questions around that, feel free to post them in the chat. And on that one, I will then hand over to Thomas to familiarize you with the next topic. What's up for coming? Yeah. Yeah. Thank you, Jens. And really good grief from last time, where it was mostly about what's in ePBDS and what can you do. So now I will try to deep dive a little bit into how to get started and how to work with this in your projects. Yes. And actually what we did in the last webinar was also that we made a poll about where are you and the ones that were here knew it, but where are you in terms of implementing a PBDS? Are you considering? Are you not working at it at all? And actually more than a three fourth of you was actually either working on APO PBDS and was thinking about transitioning to ePBDS. or PBDS for S4HANA or PBDS for S4HANA or evaluating future planning tools. So we think it would be a very good idea for this part two webinar to actually discuss, okay, so if you are considering moving to ePBS or PBDS for S4HANA, how should that be done? What kind of key considerations should you look into? What are the different migration and implementation strategies? And actually how easy is it actually to get started prototyping on your PBDS for S4HANA if you have that. And that's actually the kind of the three areas that I will try to cover in this session or this part of the session. Before I will hand over to Ben Nguyen with some really cool stuff on AATP. Cool. As we also talked about last time is that the idea here is that APO, as you know it, or some of you know it, will kind of transition. So some of the functionalities within APO will be moving to IPP and some will be moving to S4HANA, embedded into S4HANA, like PBDS and also like the AATP. And I think the topic here is that you can't say that one, it's not a one-to-one transition. So if you had an APO PBDS solution, then you can move over to a PBDS solution for S4HANA. There's a lot of things that needs to be taken into consideration. And we have tried to list some of those. So it's really much depending on where are you on your S4 journey? Are you already on S4HANA? Or are you considering to move into S4HANA? What parts of APO, if you're using APO, are you using? Is you only using the PBDS functionality? Or are you actually also using other areas like the master planning and supply network planning in APO? But it could also be, are you already on your IPP journey? Have you been looking into IPP? How should that be connected to your PBDS? Also some important consideration to take into account when starting an implementation project. But it could also be kind of industry folk factors like, for example, if you were in pharma and you would like to have that your S4 system could be a GSP critical system, but the planning system not necessarily need to be. So you could actually think about, could we actually have the PBDS or the scheduling solution as a sidecar to the ERP solution. That could also be one of the considerations to take into consideration. And finally, you could say, depending on the business impact, Jens already said that with PBDS for S4HANA, there's a lot of new functionality regarding tank planning and those kind of things. So if this is really one of the areas that you want to excel in, then that might be a consideration to take when starting on, on, on, on, on, on, on. And finally, you could think, think about, okay, we have actually a solution, but is it, is it harmonized? Do we have 10 different factories and each factory has their own planning solution? Should we actually use this opportunity to, to, to, to try to standardize and harmonize a, on, into one common solution? So I think these are some of the considerations that is important to take into consideration when implementing PPDS. We have tried to come up with some different scenarios that you can have, depending on where you are. And excuse me, it's going to be a little bit heavy slide, but I'll try to take you through it slowly. And there will be a lot of examples here. And of course, it's not a total number of scenarios. It's really the scenarios that we have seen the most of. And I'll try to go through them slowly. And please, again, remember to ask questions to our panel sitting here next to me. They will try to answer as lot of those as possible. But we could say one of the typical scenarios that we see is that we have an ECC system and we want to move to S4HANA and then for PPDS for S4HANA. And you can kind of set, you could start with your ECC system. That's the idea of this drawing. Go for an interim stage where you upgrade your ECC system to S4 and then in a later stage, including your PPDS for S4HANA into that environment. Or you could, with the same kind of starting point, but you could also do it in one go. So you together with your S4 conversion also take your PPDS as part of that. That's one of the scenarios that we see a lot that companies are coming from. But we also see the scenario where we maybe our S4 journey maybe is a little bit longer. So maybe we are standing with an ECC system but actually are lacking production planning capabilities and want to excel in that. And for that actually SAP offers the PPDS solution as a sidecar solution. So you can actually connect your ECC system to an S4 PPDS system and then only using the scheduling functionality in that. And you can stay on this if you wanted to. Also in the case that you actually want to separate S4 and scheduling if you want to. Or the other scenario that we see most of that you have an ECC system and APO. You could then kind of say, okay, I would like to keep some of the things that I have in APO. I will move my APO PPDS to the S4 PPDS and then in a sidecar solution. So you could say these kind of options is for faster implementation of PPDS. So you don't have necessarily to wait until you are fully on S4. So these are these cases. Then we have some cases where you actually would like to upgrade to S4 first but have APO. And actually it's not a problem either here. You could still use your S4 system connected to APO. So APO can coexist together with S4. And then at a later stage you can move your APO PPDS into S4 PPDS. Either as a migration or as a new green field implementation. Last one here on this page is that of course it could also be done in one go. So we have APO and ECC. And moving that into S4 and S4 PPDS. So these are kind of the typical scenarios that we are seeing. And this kind of seems simple. So we either move one to one. But we have also come across as some of these little more complex scenarios that you could face. And these could be something like, I have an ECC system and an APO system, and I want, of course, eventually to be on a platform or system landscape where I have S4 and I have S4 PBDS, but I also have IPP for some of the other functions that I had in APO before, like the demand planning and the supply network planning. We will move those into IPP for demand or IPP for supply and response. And, of course, this scenario exists a lot where we have these cases. And you could have a situation where you only want to move some of the APO part into S4. So maybe you could say we need to, we would like to start with the PBDS because that's the kind of the, this is where we see the business benefit and this is where we see the impact, but then want to keep APO running with supply network planning for master planning and so forth before transitioning into IPP. This is actually also a scenario that is possible, but for that, we come into a kind of a challenge about having what is called multi-SIF, which I will explain a little bit why, what that is and how SAP have come up with a solution to cope for this. Going a little bit more into some more advanced scenarios, kind of similar. We have ECC, we have APO with a lot of functionality. We want to utilize some of the cool things that exist on advanced ATP planning, but we are already using APO for global ATP. So how can we utilize that we do this? So these are also scenarios that we have seen. And again, this concept about multi-SIF is also in play here. And you can say this is in play every time we have both an APO system and an S4 system connected at the same time. And finally, the case that is kind of similar to some of the other one, but what, what, what, what, what, what, if your company is very big, you could have a lot of different sides or value chains and so forth. And you might want to split up your implementation in, in different phases. So don't go live with everything in one. You need kind of to say, okay, we start with this supply network, go live with that, then we move something else. And in that case, also you have to keep both your APO system alive, your IPP system working together with, with PPDS. So you could see there's a lot of different opportunities and, and, and, and migration path that stands in front of you. And again, as I said, this is not a total list. It very much depends where you are and, and, and what, and what you're going. But I think looking into this, we have kind of come across a lot of these scenarios. There's also kind of roadmap for all of these scenarios. So, and also probably something that you could think of that comes up. So this is what I think, the point here. a little bit about this, I said multi-sif and now it actually becomes a little bit technical, this, this session here, but I think it's cool. Now we saw Jens and he was very much like, like jumping around and talking about all the cool stuff. Now I'll go a little bit into the very technical part because then there's something for everybody. But please, again, write question if there's something that is, that needs to be explained a little bit more. Then I will go into that. The topic here about what is called the multi-sif is that sometimes in some of these scenarios, we need to keep both our APO system and our embedded PPDS or EPPDS system alive at the same time. So you could come from a situation, as you can see in the bottom left corner, where you have an ECC system connected to APO. And in APO, you're using PPDS and you're also using the supply network planning, which is the master planning functionality. This is connected through what we will call the core interface, also called SIF in the old days, because it was two systems. You could have this scenario where we then want to implement PPDS for S4HANA, but have not thought about how we would move our master planning in S&P yet. So in this case, we would like to both have our S&P running in APO and our production planning and scheduling running in S4. And that actually means that we need both to connect to an APO system and to connect to the internal SIF in S4. And that's the concept about multi -SIF because then we have more than one SIF actually. And that causes a problem unless we activate an extension solution that SAP has developed called the multi-SIF extension. And then to the right, you can then see on the step two, we then move, let's say, the functionality of our master planning into IPP, response and supply, order-based planning. And then you kind of, that's the landscape that you are ending up with. So the reason why it doesn't work standard is that, as I said, there's only one SIF. And this is, now you will, this is a kind of a heavy slide or a detailed slide, but actually it's, you will get both the recording afterwards, but you'll also get the slides from us going forward. And the case here is that if we have the SIF activated. So once, so in this drawing here to the left, you would see the source. So if I'm in S4 doing some changes to a plan order, production order, it will automatically trigger an update into the PPDS part inside S4 using the embedded SIF, but it will also trigger an update to APO. But in the case that I do a change in PPDS for S4HANA, it will update the S4 core, but it will not without the multi-SIF update APO. So that's kind of the idea. And again, vice versa, if I update something in APO, I will only get my core S4 system updated and not the embedded PPDS. So this, I know it's a detailed picture, but I guess later for kind of reference, it kind of makes sense to have that. So with this multi-SIF add-on from SAP, you kind of have all the scenarios that you need to cover. So we can both have a scenario here to the left where we would like to connect both an IPP system with an S4 system and with an APO system while having our embedded PPDS at the same time. It could also, it also supports the scenario where the embedded PPDS, or PPDS for S4HANA is in the sidecar solution. And it even works in the case where you're still on ETC and having both IPP, PPDS as a sidecar solution and APO running at the same time. Good. I hope there will be a lot of tricky questions in the chat around the multi-SIF and I will be happy to answer them later or if Sven is not already doing it. Cool. A little bit more about how to get started with PPDS. We kind of think it's quite simple. We kind of have a picture where I said we only need three things to get started prototyping on PPDS. Yes, for S4HANA. I'm trying to illustrate this in this drawing here. And of course, it's simplified. And maybe there's a three and a half step, but now we go with three. So of course, the first step is to ensure that you have the licenses. That's kind of a prerequisite. Make sure you have the licenses for advanced planning because PPDS for S4HANA comes with a separate license inside your S4 system. So we need, of course, to have that. Then your basis department need to install the live CAS. We still have a live CAS in there because there's a lot of optimization going on in PPDS for both for the DS optimizer, the scheduling optimizer, but also the optimizer that Jens was talking about, the PP optimizer, which is really new coming for PPDS for S4HANA. So we need a live CAS where these orders can be created fast. But then you need to activate advanced planning. It's simply a tick box in your configuration, activate advanced planning. When you do that, you'll get some extra functionalities. You'll get an extra tap on your material master called advanced planning. And then in that tap, you can activate the products that you want to plan in PPDS. So it's just kind of a dropdown saying, this product I would like to plan, this product I would like to keep in core S4 and so forth. And the same goes with your work centers or resources. You need to activate those. And once those are activated, then you're kind of ready to go. Because as Jens said, we had a lot of predefined Fiori apps that works out of the box. So there is an app for detailed scheduling board. There is an app for capacity evaluation. And you can start working or prototyping in those right away. But you could also use the GUI interface. There's also some templates for scheduling boards that works, but you can also do your configurations there. So to get started prototyping on PPDS. So to get started prototyping on PPDS is quite easy. But you could say that, okay, starting on PPDS with all the fancy functionalities about how we can do automated production planning, how can we do scheduling optimizers, how can we connect to global AATP, how can we use machine learning, how can we we link into online execution, follow-up, and so forth. This is typically a lot of the cool things that we need to get started on. But what we actually think is important, and I think where the focus on projects should be, or actually, you could also say before project starts, focusing on the pillars that are actually supporting the smart functionality. So are our master data in terms of run rates on the machines? Are we correct? Do we have the right capacity on our work centers? Do we have the correct planning parameters? Or is everything just a mess up? Do we have segmented our products? Do we have lot sizes? And also, do we have a trustworthy demand signal coming from our demand department? So not to get carried away with all the cool functionality. We still think the foundation in working with improving your production planning processes and your structure needs to be in place before you go ahead with all the advanced functionality. And actually, we would like to do a little bit of an interactive poll to ask you, where are you in regarding the foundation for good production planning? Because as many of you were saying in the chat or in the poll further, we are thinking about moving into a more advanced scheduling tool or we are thinking about scheduling tool or we are thinking about moving. But actually, to get the full benefit out of it, it could be really cool that they start working on the foundation. So it would be nice. I think the poll is up now. I will follow in a little bit and then either come with a short follow-up now or else we can just take it a little bit later. I see some topics are coming in. I think there's a lot of people writing that we have a good process template but kind of lacking governance for what to do with our products and orders and our planning processes and vast data. So it's kind of a 50-50 there. We will kind of share the poll later to give you an idea. But I think using the time before you actually are on your roadmap for PPDS to get these foundations in place is really giving out good You could say that it kind of gives you both a ripple effect towards your production planning. So if you work more on your process and your tool, you make a better production schedule. You could use the free uptime that you get from that to even improve your data even more. And that's why running through. I needed to do a quick smart segue over to the next topic here. And I can say one of the topics that are one of the advantages or that we get out of actually improving our PPDS scheduling is also that it brings us closer to the order confirmation part. Because if the plans are reliable in scheduling, then we can trust them when doing our ATP checks. And for that, to give you something on this, I have my good colleague Benjamin coming into the picture now. Good luck Benjamin. And I'm really looking forward to see something about the ATP functionality. Thank you very much. And also thank you for the elaboration on which choices to make and which decisions to take to ensure that the transition from APO into S4 is in the right way, ensuring the right planning conditions for your or the company's planning environment. As you just said, Thomas, I'll elaborate a little bit on the ATP check and PPDS synergies. So also the opportunities that comes with having the S4 system and what we can expect in here. To start off for those which are not that may be familiar with the ATP check, what it does is that it makes confirmations of delivery bills based on current inventory levels and minus the existing orders that we have right now planned. The normal ATP check has always been very much linked to the PPDS. But with the introduction of AATP, they are just getting even more and deeper linked together because some of the functionalities that are in AATP actually draws on the functionalities inside of PPDS. And some of them are also shared together. So this just means that the PPDS and production planning processes that are in the company to really utilize and give solid, good, results from the ATP check and confirmations that we can rely upon. Just means that it's even more important that we have a solid production planning processes established. Now I'll just take you through a brief overview of how an order confirmation process can look like. So you receive a sales order and then in that sales order when it's created, there's an initial ATP check done, checking for the availabilities of product that can be supplied to this sales order. Then based on the results of that availability check, there would be need to take a decision if we can say that this check has been okay or this check has not been okay. If it's not okay, we would do some exception handling. And as you see in the bottom, that's possible also to do with the backorder processing job, which I'll come back to later and explain a bit deeper about. When the exception has been handled, the order confirmation is sent to the customers. And of course, this order confirmation we want to be really, really reliable on because it's not really nice sitting as a customer and getting new confirmations every other week. To do this check in a solid way and in a reliable way, we draw on all the different topics that are from production planning that we see in the top. If we don't have the right capacity on our resources, if we don't have the right capacity on our resources, we cannot plan correctly. And if we cannot plan correctly, it would be an undesirable confirmation for those sales orders. If we just look at how the ATP check works and what it does, we take here a very simple case with a single level ATP check. What we see in the overview is sales orders and stock transport orders as requirements. And then we see we have a stock level and we have production orders that generate more supply for us. We also see the graph of the ATP quantity. And in this graph, it's different than the stock level because the stock level just shows what we have on hand right now and what we can deliver right now. But the ATP check and the possible amounts that we can confirm for later requirements will only go up in what we see here in the middle of the graph, leading when we have more supply than we actually have of requirements. Then what we see here in the ATP check is also the checking horizon, which is when we would assume that we can confirm all of our orders because it's outside of our own replenishment lead time. It's possible to do this ATP check on different levels and also possible to segment it into specific groups, both by products that we need to confirm or want to confirm in a certain way, but also by doing it on customers that we want to supply to in specific ways, all generated from the priorities that we have from our own company. When setting up the ATP check, there are a couple of the science decisions that needs to be taken. One is the scope of the check. As said, you can do it on a specific product or to specific customers. Otherwise, you can also say that you would only take into consideration the available stock that is on hand right now. You can say that you want to take confirmed deliverables also, so like production orders, or you can take also planned orders into consideration. That's one decision that needs to be taken. Another one is how long our replenishment lead time is and to that also can we confirm everything in full after our replenishment lead time. And then of course, we need to check our supply network and see if we want only to have it on single level or on multilevel throughout our supply chain. And to do this, the ATP check, the normal ATP checks work very, very well in a make to stock environment, but it also has some limitations when it comes to more complicated supply networks and when it comes to make to order and engineer to order and assemble to order. So when it gets a little bit more complicated, the normal ATP check has some limitations and that's where the AATP check comes into play. And this is available with S4. Where instead of only checking for demand and sales orders and stock on hand, it also generates possibilities of checking available capacity and alternative sourcings within our network. Then it can also be incorporated with business priorities and then check some probabilities. As it works is that the customer out in the end says that they want to order a product. Then the system checks, do we have it actually in the lead time from our DC? Is it available on stock there? If it is, yes, then the order can be confirmed for that lead time. With the alternative sourcing possibilities, it can also check like multiple DCs where it can be sourced from and take the one that would generate the best result for the availability of the products. If it's not available on the DC, it can check in the production plant. And if it's still not available in the production plant, it can actually check the capacities that are available inside that production plant and also check that components are available inside that production plant. And still, if these are not available to promise, then it would check how long time does it also take from the suppliers to order those materials that are still missing. And then adds up all these lead time and put in a confirmed delivery date for the specific product or order. really cool. The ATP check comes with a lot of different possibilities like the product allocation where you can say these and these customers we want to allocate this and this amount to. It also comes with supply protection. If we want to say that for one specific customer as an example, we only or we want to at least supply a certain amount of pieces towards that customer. Then the alternative based confirmation. there are some very cool analytics and interactive ATP and then the supply creation based confirmation where the ATP check actually creates orders for the missing supplies that we have in our network. And then it also comes with some specific industry functionalities. It always built around this product availability check. So checking what do we have available products on hand. Then it's around the business process scheduling and then back order processing that enables us us to take the priorities from our company into consideration and do batch updates to all the orders that needs to be confirmed. And the three topics that we will look in in this session is the product availability check, the back order processing and the supply creation based confirmation. All those three topics are also something that is going to be shown in the demonstration later during this session. So I hope you look forward to that. We start off by digging a bit deeper into the supply creation based confirmation. And where does the availability check how it works is that in your. ERP system SD module, the sales order is created then the sales order when the ATP check is run checks for product availability and where there are no products available supply that would go into PBDS and actually create in a simulation version a temporary. a temporary supply here being production orders or purchase orders or purchase orders purchase requisitions and planned orders. It takes the capacity and the scheduling possibilities then where it finds it fit. It would do the ATP check and confirm the delivery date that is then possible from there on create the deliverable proposals and save the sale when the sales order is safe the ATP check is saved. And when that is saved it will convert those temporary supply elements into permanent supply elements. So this means that the system can actually check what we have available resource capacity and then put in the orders wherever it's fit to also do the best confirmation for the specific sales order. Really cool. Also something that you will see in the demo. How it's run normally in the process setting would be that the request from the customer comes in then the sales order is a good way to do the best confirmation. So this is where the sales order is a good way to do the best. So this is where the sales order is created and then in there if the product is set up with the supply creation based confirmation the ATP check is run and there it will check the supply and simulate the planned orders. Based on this also take or then when the confirmation is made send the confirmation to the customers. Really nice. And with the available from S4 2023 there is the multi-level ATP which work inside of one plant only. But then with bottom explosions and capacity checks through the whole level. And then availability or alternative based confirmation will work across plants but on finished good level. And what's coming in the future is that the APC check will also be able to take available components level into consideration. So that was it about the supply creation based confirmation. The next thing I'll dig a bit deeper into is the back order processing which is the back order processing which is a functionality that is used to reconfirm sales orders. So we might have made our plan and also the confirmation for the sales orders. But then a lot of other sales orders additional sales orders come in and then we have to redo how we confirm all those orders. Based on the priorities that we have there might be some customers that we want to prioritize more than others or some products that we want to prioritize more than others. Then it can actually take from the confirmations that we want to take from the confirmations that were already done and remove some of the quantities that have been confirmed and allocate those quantities into the other sales orders. Another really cool thing about it is that it's done in a batch job. You can have it event based. So as an example if a new order is created you can do all the back order processing job for all the orders that you have and reconfirm it that might take a bit longer time. Nevertheless it can also be set up so it's just run in the background every 24 hours or something like that depending on the plan. So it's just run in the planning environment that you have in your company. For the back order processing job you can categorize your orders, products, customers into these five different sections being the win, gain, redistribute, fill and lose which is also like a priority hierarchy where win and gain would be the ones that are priorities higher and redistribute, fill and lose are then where the quantities would be taken from if they are already confirmed. And here the overview again of how the sales order flow is with the sales order being created and then for doing the response order and confirmation check that is then done in the back order processing job. Checking all the availability confirmations that have been done already and sorting them out based on the process and priorities that is set up in the system. Then again check is this actually a confirmation plan that we agree with and if it's not then do the exception handling. So that was the back order processing. Also something that you're going to see in the demo and now I'm just going to build up a little bit so you know what's in the demo. We created this new colleague of ours made up called Julia which are in the customer service responsible and she sells some products to a customer and then she's going to create the sales order for those products. Going to run the ATP check including supply creation based confirmation and then reschedule the orders and then after that do the back order processing job where we'll see the new confirmed deliverable dates for the specific orders. It's going to be in a make to order environment where the material is set up with supply creation based confirmation and all the materials are also set up with immediate replenishment meaning that when we create the sales orders and save it the ATP check will run immediately. It's going to be a chair that's sold with a frame and the seat also produced in house and then there's going to be purchased three other components to those semi-finished goods. In the demo you're going to see some cool apps for those of you who were part of the last webinar. There are some of the apps that you saw back then like the monitor capacity utilization app and the advanced scheduling board that will be shown again. But other than that we'll see the next step. we also chip a bit more into the SD part and show how external requirements you can have an overview of those and also see the results from the availability check. So the demo is also going to showcase how the different functions are going to work together to ensure that the supply plan and the confirmations are actually aligned in the company. So now we're just going to set on the demo. It's going to take about 20 minutes so I hope you enjoy. This is a demonstration of AATP showcasing the functionalities around supply creation based confirmation and backorder processing. We're going to focus on a make to order environment and as a beginning we take the perspective of the customer service role. To do this we look in the monitor external requirements app where the user get an overview of the customer service. the user get an overview of uncovered sales orders and stock transport orders. Here the affected order is displayed together with the specific material on the order that is uncovered, the requirement date and planned availability date and an overview of the current status. Here meaning how many working days there are between the planned availability date and the requirement date. In the last part of the chart it's seen that there is the open quantity and missing quantities displayed and a graphical overview of same quantities. Here green indicating the number of products that is currently covered and red indicating the remaining quantities that need to be covered. In the app it's easy to search for a specific material and we can type in the one that I used for this demonstration. St.0001 and press go. Here it's seen that there currently are no uncovered requirements for this material. And this shows one way for the customer service role to get an easy overview of the product. where there are uncovered demands and issues with products to focus on right now. To get an overview of the current planning possibilities the user can navigate to the monitor capacity utilization app where an overview of resource capacities is displayed. To do this we navigate back to the home page and open the tile. Here we have put in the evaluation profile and selected an evaluation horizon of 28 days and then put in the three specific resources. resources that we are looking in the resources that we are looking in this demonstration. Then we press go and find that it's the assembly table, the CNC machine and the seat belt. Here we see that it's the assembly table that has the highest average utilization with the 48%. We can also see in the utilization chart over here that it's the one with most orange phases or days. If we press the legend we can see that orange means that it's fully utilized during that specific day. Therefore we navigate the resource to this resource first. When the resource is open. When the resource is open. We see a utilization chart displaying the utilization on the resource on each specific day. Here also color code depended on how much the resources utilized that day. Green meaning that it's normal utilization and orange meaning that it's fully utilized. And if there would be a day with more utilization than 100% it would be red. For our scenario it's seen that during the period from the 22nd of April until the 3rd of May we are more or less fully utilized only with some available time on the 1st of May. And then after the 6th of May that is possible to allocate more time on the resource. And therefore also if new additional orders sales orders are created we would expect new orders to be placed out here. Below the graphical overview we see the shift table. Here the specific start time and end time for each specific shift is displayed. We see that on all the resources the shift definition SH1 is allocated. This meaning that they run from 7am until 3pm every day. When the shifts are already created it's easy to change them just by clicking edit in the top. The user can change the shift. For this scenario. There are created three different shifts. One going from 7am until 3pm. One going from 3pm until 11pm. And then the last one going from 7am until 11pm. Meaning that by choosing the last shift. There would be double the amount of available capacity on the resources for a given day. For now we'll leave it like it is. To demonstrate the supply creation based confirmation. We assume that the customer service order has received a new customer order. And therefore we will create a new sales order. In the create sales order. In the create sales order app. Do this. By entering create sales order. And entering the app. Here we create a normal standard order. Putting in OR. Putting in a sold 2 party. We just press in the form. Then we put in a ship 2 party. And we put in a customer reference. Just write order. Then we have a new sales order. Then we enter a required delivery date. Let's put in a required delivery date. Let's put in the Friday the 3rd of May. Then we put in the material that we use for the scenario. And the order quantity. Here being 5 pieces. The master data settings of the material is set up so that the ATP check and supply creation based confirmation is run immediately. This means that it's expected. That when the order is saved. That when the order is saved. There will be a confirmation date right away. And that plant supply elements are created. To those requirements. Here being the plant orders. And purchase requisitions. On the subsequent levels of the bill of material. We can check this by first saving the order. We see down here that standard order 238 has been created. And then if we go back. And back one time more. Let's go to the home page. Let's go to the home page. And then go to change sales order app. We can see when the order is confirmed. If we open the item. And go to schedule lines. We see that we try to create the delivery for the 3rd of May. And in the order quantity. The 5 pieces that we try to create. The order. The order. The confirmed order. The order. The confirmed order. Is on zero. However. On the 13th of May. There is a confirmed quantity of 5 pieces. This is because it takes longer than for the 3rd of May. To both procure the material that we need to produce the material. But also because we have some production time in house. And we only have the available capacity to do that on this date. By opening the product view. We can check how many supply elements. that the order has generated. That the order has generated. We do that by. Going to the app. Product view. And here put in our product. And the location. And here if we scroll all the way down. We see the sales order that was created. Being the 238. Then we see the two schedule lines for that order. We see the. confirmed zero once. On the 29th of April. And then on the 7th of May. We see the second one. Where it has an available quantity. And confirmed quantity of 5 pieces. We also see the planned orders that was generated. Based on the requirement. If we open this. We see that the application that created it was PPDS. On the left side over here. If we try to take one of the other requirements. We see. And also open this order. We also see. that the application that created this one. Was PPDS. If we open the context overview. We see the pegging structure. For the order. And we see. That all these orders. Are related to the sales order. Up here. And we see. That both planned orders. On our finished good level. And planned orders. On the subsequent level. Together with the purchase requisition. Are all generated. To showcase. To showcase. To showcase. How the supply creation based confirmation. Actually works. And how it's creating temporary requirements. That then also generates temporary supply. Elements. We go back to the sales order. And rerun the ATP check. Without saving. The confirmation. So. If we go up here. Change. Sales. Orders. And enter our order. Then we press. On the. Check item availability. To rerun the ATP check. In here. There's also. A graphical overview. Of the check. That the system actually does for us. We see. How much. Of the quantity. Is confirmed. On the 3rd of May. Here we see. That it's 0 pieces. And also we see. That on the 13th of May. We then have confirmed. The 5 pieces. To see a more graphical overview. We can highlight. This intermediate results. Where we see. How the check is done. And where the confirmation originates from. So the request. For the 5 pieces. For the 3rd of May. We see the confirmation on 0. And we see the confirmation of 5 pieces down here. If the supply network was set up. So that multiple plans could also supply this product. This would also be visualized here. How much of a quantity was supplied by each specific location. This is. Now. Now. We did the ATP check. Now. We did the ATP check. With supply creation based confirmation. But we haven't saved it yet. If we then. Open another tab. And navigate to the product view. We can see how the temporary requirements are created. This we do. Entering the product view. And our materials. Then we scroll all the. way down. And here we see. For our sales order. 238. That there is this new line. Called temporary requirement. We also see a new planned order. Which is this one. With beginning with 341. Which are the planned order. That supplies. To this temporary requirement. We can see that by opening the order. And see that the application that created it. Was this supply creation based confirmation. And if we drill down to the requirements. Underline. We also see that here. We also see that here. It's created another planned order. Called 341. In the beginning. If we try to open this one. We also see that the creation. Was based on the application. Supply creation based confirmation. And it's the same story. For the purchase requisitions as well. Here purchase requisition called 341. In the beginning. And also supply creation. Based confirmation. That created this one. We can see it in the overview. Of this. Picking structure. Where we also see. Where we also see. That all these orders. Are related to each other. All originating. From the sales order. Temporary requirement. The benefit of having temporary requirement. And supply elements. Is that nothing is changed. In the actual plan. And likewise. The orders are protected. From a planning run. Triggered by any concurrent transactions. So we have an environment. Where we can. Do the ATP check. And confirmed orders. Without interfering. Without interfering. With the plan. That is right now. If. We go. Back. To the product view. And see our temporary requirement. Down here. When we. Save. Our sales order. After we've run the ATP check. This temporary requirement. Disappears. And the planned order. Will be transformed. Or temporary planned order. Will be transformed. Into a normal planned order. So we go back to our sales document. Say apply. Say apply. To this availability check. That's carried out. With the new confirmation. Press save. And then we see down here. That the standard order. 238. Has been saved. If we then go back to the product view. Where we had the temporary requirement. And press refresh. We see. That the planned order is now converted. Or the temporary planned order. Is now converted. Into a normal planned order. Again. With the application. Created it. Being PVDS. With this. With this. It's shown. How the ATP check. Considers the availability. Of components. The next thing. To showcase. Is how the supply creation. Based confirmation. Also considers. The available capacity. Of resources. To do this. We navigate. Back to the home page. And open. The advanced scheduling board. Here we display. The horizon. Five days in the past. And 21 days. Into the future. We selected. We selected. The resources. That we use. For this demonstration. Which is. Still. The CNC machine. The seat build. And the assembly table. Then on the right side here. We see the Gantt chart. Of when the orders are scheduled. On the specific resource. And in the below view. The resource utilization. Is displayed. The app gives an overview. For the user. Of where there are available time slots. To schedule the specific orders. We see the order. That was created. Is placed. Out here in the end. You can see it. You can see it. By opening the order. And pressing the information. Button. Here we can see the pegged requirement. And that it's pegged to the sales order. 238. Hence the sales order. That we created. It's also seen. If we close this. On the resource utilization. Down here. For the assembly table. That the only time. There is. A bit of available capacity. Are here on. Between the 30th of April. And the 1st of May. It's overlapping. It's overlapping. With the night time. And we see the shift. Going here. From 7 a.m. In the morning. Until 3 p.m. So if we go to the monitor capacity utilization app. And change the shift. We may be possible. To reschedule the order. That we created. To an earlier time slot. Let's try it out. So we go back to the tile. Monitor capacity utilization. Reload the resources. Go into the assembly table. Go into the assembly table. Press edit. Scroll down to the shift. And when there was a bit available time. Was here around. The 30th of April. And the 1st of May. Therefore those are also. The place where we will try to fit in. Some more time. And add an extra shift to our resource. And add an extra shift. It's simple. It's simple by clicking. And choosing. From the drop down menu. And when we scroll up. We see that we already have. Some more. Available time on that resource. Than that it's less utilized than before. When we press save. It will also be updated in the scheduling board. We do that. Navigate back to the. Advanced scheduling board. To see how it impacted. Zoom a bit out. And here we see. That now there's. A lot of available time. On the. On April 30th. It's actually seen. That there would be available. Time. To a whole order. This meaning. That if we rerun the ATP check. We would expect it to be rescheduled. On April 30th. So let's navigate. Back to the. Change sales order app. Into our order. Re-run the ATP check. And see now. That it has a confirmed delivery date. On the 6th of May. If we say apply to this. And save the sales order. We can check where it's placed in the. Advanced scheduling board. So this we do. Navigate back to the homepage. Say okay to this one. Navigate back to the. Navigate back to the. Advanced scheduling board. We zoom a bit out. And see the order. That's placed here. Go to information. And see. In the pegging requirement. That it's our sales order. That we created before. Being the 238. We can also see. If we right click on the order. And say show. Show pegging and pegging relationships. The other two orders. That was created. Based on our sales order. Those are also scheduled. Unavailable time slots. On the resource. And this shows. That the capacity check happens. Both on the sales order item level. But also on the subsequent bill of material levels. Thereby it has been shown. That the supply creation based confirmation. Both takes the availability of components. And the availability of capacity. Into consideration when confirming sales orders. However going back and forth. And doing ATP checks like this. Every time there is an update to an order. Is not very timely. And the information. This is where. This is where. The back order processing. Can help out. By confirming deliverables. In batch jobs. This functionality. Around the back order processing. Will now be showcased. Just by doing it. In a manual check instead. To start off. We navigate to the. Monitor external requirements app. To see the. Current uncovered requirements. In here. The two orders are seen. That are affected. Which is the 238 order. And the 231. The first one being one day late. And the second one being two days late. By rescheduling. By rescheduling. These orders. In the scheduling board. We'll try to cover. The demand. As good as possible. Therefore. We navigate. To the scheduling board. Here we zoom a bit out. And first. Highlight the order. To make sure. That it's the right one. We see here it's the 238. We will try to schedule. This order. One day earlier. We do this. We do this. By changing the strategy. Up here. I pick this one. Created for the demo. And then instead of find slot. We'll take the insert operation. Go through the settings. Press OK. Reschedule the order. To start in front of the other one. And now. We saw down here. That it said reschedule. And then if we open the information again. We see that it's the order. With 238. That's scheduled on this time slot. The other order. The other order. With uncovered requirement. Was the one called 231. And we see. That it's the order out here. We do the same. Check that the strategy is the right one. Choose insert operation. Go through the settings. Press OK. Try to locate the order. A couple of days before. And now. We see that it's the 231 order. Then when we adopt this. Say adopt. Only the availability date of the planned order has been updated. But not the confirmation date on the sales order. This can be shown by showing those planned orders and the sales orders in the product view. Therefore we navigate to that app. And entering the view. We can scroll all the way down. To see the planned orders. That we just changed. Here we see the availability date. Of this planned order. Is on the 1st of May. However the sales order has an availability date. On the 2nd of May. And for the other planned order. That we changed. We see that the availability date. Is on the 29th of April. And the sales order has an availability date. Of the 30th of April. When the backorder processing job is run. We would expect the sales order. To be updated with the availability date. From the planned order. So let's try that out. We do that by navigating back to the home page. And open the app scheduled Bob run. The app is used to schedule the backorder processing runs that are required. And can be done in batch jobs specific for product to product. And with the desired scopes. Some companies may have multiple runs a day. Where others only have one run a day. In here it's easy. To choose the desired variant to run. And for this demonstration. A simple variant. Has been created. On the sales item. To start the creation. We press the button create. And here we see an overview. Of what selection parameters. We have to choose. The first one is the template selection. Where we choose the ATP backorder processing default. Then we press on this little button. Step 2. Where we see the scheduling options. For when the run is actually executed. Here we just have the check mark. In start immediately. Step 3. For step 3. We can choose the specific variant. For step 3. We can choose the specific variant. To run. And for this demonstration. We choose the one that was created. Being AATP demo. Then we can see down in the bottom. There's this little check mark. Where if we press it. We can see that we can just go ahead and schedule the run. Therefore we press schedule. In here we can see that the status is in process. But by updating the page. But by updating the page. It will change into being finished. As we see here. To actually check the results of the run. We'll have to navigate to the app called months of Bob run. So this we do. In this app. An overview of all the backorder processing runs executed is seen. The variant that has been executed. We can see. And then also a processing statement. As we can see. And then. The status. Mentioning if there has been any issues. During the processing. Then displays how many. Requirements have been processed. Then we can see how many process. Requirements were fully confirmed. On time. And also the change. In same. So being from 80% of all. The requirements to 100%. And then we can see the process. Requirements fully confirmed. Meaning that all the orders. Is fully confirmed. If we navigate. Into it. We can have some. extra details displayed. In this initial overview. We see the first. Results from the backorder processing run. We see the material. And the plant. That has been run on. Then we also see how many process. Requirements have been. And how many requirements have been fully confirmed. On time. And lastly. How many process. Requirements have just been fully confirmed. If there would have been multiple. Materials in the scope of the backorder processing run. Those would all have had their own line. In this overview. We can display a deeper overview. By navigating. Into the specific line. Here displaying. The backorder processing results. For each of the specific requirements. We see the orders. In the far left. Then we see the specific material. And the plant that supplied it. We can see the confirmation strategy. Here being redistributed for this. Specific check. Then we can see the recipient. And the segment that was run. We also see when the. Requested delivery date was. The earliest confirmation. And then overall confirmation. In this overall confirmation. Column. We also see some small arrows. Indicating that. It was actually. Has been improved. With the confirmation date. For the two orders. That we changed before. Here being order number 231. And order number 238. In the next column. We see the processing status. Here seeing that the document. Was actually updated successfully. This meaning. The sales order. Was updated. And in the last column. The confirmation status. See that there were no issues. In this confirmation. By navigating back to the home page. And checking the monitor external requirements. We can also see. That there are no longer. Any uncovered demands. For our material. And this actually concludes. The demonstration of AATP. Supply creation based confirmation. Backorder processing. And backorder processing. I hope you enjoyed. That little. Sneak peek. Into how the functionalities. With supply creation based confirmation. And backorder processing. Works inside of S4. And in the Fiori apps. I also hope. That you got out of the demonstration. How the customer service role. And production planning. Are really. Interlinked with each other. To ensure. That reliable confirmations. Happens to the sales orders. And then. And then. Of course. We saw. The showcasing. Of some. Available charts. We saw. The supply creation based. Confirmation. Being carried out. And the backorder processing. And then. On the production. And planning. Side of it. We saw. The rescheduling of orders. Ending up. In. With the right collaboration. Earlier. Order confirmation. In the last. And towards our customers. It's. A lot of companies. Are on different levels. In the maturity. Of. Confirming orders. Like. Some can be. In a very. Very manual setting. An unstructured process. Where all. The confirmations. Are more or less. Done. Only. From what is available. On stock. So not considering. A received element. Or planned orders. That we have. In the network. And then doing manual. Updates. To react. With this. Initial confirmation. Other companies. Can be. In the whole other spectrum. Of this maturity. Where they see. Have. Like machine learning. To. Make the. Confirmations. Better. Have a lot of automated processes. Take. Multi-level confirmation. Throughout the whole network. And really have it complicated. But the most important thing. Towards. Actually excelling. And become champions. In confirming orders. Towards the customers. Are. As mentioned earlier. By both Jens and Thomas. That the foundations are in the right place. All the way through. This meaning. That we have. Some solid processes. That actually works. That we have the right master data. Within the system. And. Everything. On place. So that the. Reliable results of the confirmations. Are. Even better. And this actually wraps up. The. Talk about. AATP. Supply creation based confirmation. And backorder processing. So now I hand over to my colleague. Jens again. Who will handle the question and answers. Great. Great. Thanks Benjamin. Great stuff. And. What I love about that. Is actually. And I'm not joking. Over. This last period. These. How much was it? 90 minutes. We've only lost three people. On that. Webinar. So. I love it that you're just as nerdy about the topics. As we are. Really. You know. I'm trying to understand. And trying to. To find the benefits of it. And. And let's be honest. As Benjamin was just explaining. If you have set that up properly. It even gives you a competitive advantage. To your competitors. Meaning. I can confirm. I hold that date. And I don't have a fixed lead time. Of six weeks. If I can make it in two. I'll make it in two. So on that one. Closing off very much. The session. With a Q&A. So please feel free. If we can have the slides. To join in the mentee. That'd be great. So give us an idea. Give us some ideas. Around what we actually want to. And should present. In the next webinar. So you also. Let's say. Can influence that. And with a good idea. Q&A. We did receive quite some. Very good. And meaningful questions. And on that one. I've got my little. Notes here with me. On the ones that came up. That we. Couldn't answer. In the time. Of the conference. Some were answered. Some. Let's say. Left some open questions. And on that one. I would also. For the Q&A. Like my colleagues. To join. Over there. On the couch. On the sofa. And there you also see. The magic. Sven. The one sitting. In the middle. Who tried to answer. Most of your questions. So thank you very much. On that side. For supporting. And helping. And yeah. We did receive quite some questions. Around the entire migration topic. There were questions. Left and right. For different topics. Around that. And since Thomas. You presented that also. Maybe the question. Very much to you. Like do I need to rebuild everything. How do I do that migration. If I'm coming from a classical. APO system. To a new. As for. embedded. PPDES. Yeah. Sure. I can. I can. I can. I can. I can. Some input on it. It's. It's. It's not like. It's not like. There's an. A. You can just. Transport. And move. Everything in. So it is. A new. New setup. But you could say. It is. You can't. You can. Build exactly. The same thing. But currently. There is. I think. SAP has. Some examples. Of. Of doing. Migration tools. But my really. Recommendation. In this. Would actually be. To. To kind of. Use your time. To. To get. The. The. The. The. The. The. Bad things. That you had. In your old. APO system. Kind of cleaned out. So. So. I would think. That. The. The timing. Spent. In. In. In. In. Recreating. Or. Redoing. The. The. The. Configuration. For the. For the. For the. For the. For the. Part. Inside. The. As for would be. The. The. Better approach. There. Some. that could be made some migration tools, but I still think coming from the companies that I've been working with, there's a lot of old stuff in your APO system that you don't want to bring over. So the picking of choosing what you want to have is probably the same time as actually trying to to build something new. And again, you know, the new functionalities of the Fiori apps and so forth is of course not coming from your APO system. So my recommendation would be to rebuild it. Of course, you could build it one to one and thereby really fast do a migration, but there's not a program or anything that can do it for you. I think that's the short answer. Cool. Thanks, Tom. So really trying to add value during the migration. I think that's a really good approach. We had a couple of questions around the entire multi -siff and whether or not it's already live or not. In German, we tend to have a saying, you're not buying the cat in the back. So you actually don't buy, let's say, a completely new Monday morning car that's falling apart. No, it has been implemented. It has also been implemented at large scale and large size companies. So therefore, that's something from our perspective in that entire migration path that's really, let's say, can make a difference. And on the other hand, that's really proven that it can make a difference and working also very, very well. So therefore, the simple answer, the short answer to that, are there customers around with a multi-siff that is live? Yes, there are. Coming to the next topic, and I would probably hand it over to you, Benjamin. The topic around, is ATP available in the sidecar solution? I think that's probably best for you to answer, Benjamin. Yes. The ATP is not possible to have inside of the sidecar option. And it's because it draws a lot from the SD module inside of S4. So those two are connected. And therefore, it's not something that you can just add on on top of your current solution. So unfortunately, it's not possible to have in the sidecar option as it is. OK. OK. But therefore, on your path of migration, once you've got the S4 system, then you can make use of all the cool functionalities that Benjamin just showed you in the demo. Let's stick to one or two more. We've got the entire question around AATP and supply-based confirmation. Does it only make sense for multi-level? Personally, I would really say no. And at the end of the day, it's really a question with regards to what's also your use case. Are you only, let's say, having trade ware, where it's simply about I've got to supply from an external purchase requisition, purchase order, and later on, or scheduling agreements? Or do I really have to plan and take into consideration also internal capacities? And that's when it can really make a difference for your, let's say, efficiency in terms of customer communication, also making more reliable dates, as Benjamin was saying, obviously under the assumption that master data is working correct. So therefore, I think it's a case-by-case definition where we then do usually a bit of a quick assessment and see whether or not that makes sense or not. But it does add value also if it's not multi-level, specifically looking at capacity-based confirmation. And then one last one, and I think that's also an easy one to answer. Supply-based confirmation, does it require PBDS? Yes, because that's exactly where the entire topic of capacity-based planning comes into place. And therefore, it's a simple yes to that one. In case you do have questions, very important, you can still post them and we will answer all of these questions and send it out, same as we've done last time after the webinar, including obviously also the entire recording as well as the slides that we've presented today. So for next time, September, October, we'll be very curious to look into the results of the mentee to see what you put in there in terms of new ideas for the upcoming webinar in September and October. And yeah, even if you can't make it in September and October, still, as you know, you'll receive the recording afterwards. So sign up and very much looking forward to it and loads of good conversations that will hopefully come out of that. I did figure out you're very nerdy. So in case you have questions, you can also approach us directly after the meeting. Just give us a phone call, drop us a mail, and we can set up a coffee chat to also answer your further questions around that. On that one, including my lovely colleagues over there, Thomas, Benjamin, and Sven, who was answering the majority of the questions. Yeah, we just did the nice part with the Q&A at the end. Thank you very much for joining today. And it's been an absolute pleasure. And then wish you all the best for the remaining week. And looking forward to seeing you again in September, October. The invites will obviously follow. Thanks on that one. Thank you very much. And yeah, we're off for today. Thank you.