SAP MM / P2P Interview Questions

Enforce single-direction or clearly governed bidirectional sync rules between Ariba supplier records and BP/CVI, with CVI customizing ensuring vendor and BP are always created/updated together, not independently. Implement number range and matching logic (tax ID, DUNS) to prevent duplicate creation, and restrict direct vendor creation in FI/MM outside the governed integration flow. Regularly run CVI consistency checks and reconcile Ariba supplier IDs against SAP BP numbers before output documents trigger.

Account assignment itself doesn't directly feed evaluation scores, but it determines which cost center or WBS element absorbs service costs, which indirectly influences which internal stakeholders provide quality feedback data used in manual evaluation criteria. Price sub-criterion scoring pulls from actual PO/invoice price history regardless of account assignment category, while quality scoring for services often depends on manual input tied to the requesting cost center, meaning inconsistent account assignment practices across similar services can fragment evaluation history for the same vendor.

Design BP account groups aligned to supplier categories, then use field status groups per role (e.g., FLVN1 for purchasing data) to control which fields procurement vs finance can maintain. Use BP role-based authorization concepts, workflow-based approval for critical fields (payment terms, bank data), and periodic data quality reports. Segregate sensitive fields (bank details) requiring dual control, and leverage change document monitoring for audit.

Plant-level valuation allows different valuation prices per plant for the same material, which is essential when intercompany transfers or local market prices vary significantly; it's the SAP-recommended and most flexible approach, supporting split valuation and plant-specific costing. Company-code-level valuation forces a single price across all plants in that company code, simplifying reporting but eliminating plant-specific cost visibility. For volatile intercompany transfers, plant-level valuation is recommended since it supports accurate stock valuation and transfer pricing per location.

I would verify that planned delivery costs were correctly captured on the PO condition and check whether the unplanned cost was entered on the correct tab in MIRO with the appropriate tax code, since unplanned costs often default to a different account assignment and tax treatment than planned costs. I'd trace the GL postings via the accounting document to confirm the unplanned cost hit the intended cost element rather than inventory, and reconcile the GR/IR account to see if the planned cost portion cleared while the unplanned portion created a separate open item.

A service PR uses item category 'D' (service) and typically references a service master or free-text service description with a service performed indicator. Account assignment is mandatory since services are consumed immediately and expensed to a cost center, WBS, or order rather than valuated into stock. The PR line links to a service specification (AC03/framework entry sheet later), driving GR/IR via entry sheets rather than goods receipt quantities.