Ian Ray
Forum Replies Created
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The labor and subcontracting piece follows the same costing logic. Business Central treats both as production costs absorbed into the production order.
For labor, the production capacity posting is WIP against Direct Cost Applied.
For subcontracting, the subcontract purchase order posts a Capacity Ledger Entry on receipt and posts the invoiced direct cost to the production order.
This follows standard manufacturing accounting under International Financial Reporting Standards (IFRS). Inventory cost includes “conversion costs” such as direct labor and other production costs. In the Business Central flow, these conversion costs are first capitalized into WIP.
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This poster is a spammer.
They joined every group, asked a couple of real-sounding questions, and now ask AI-slop questions with link spam for “alletec.”
I would go question alletec on social media about why they spam Dynamics Communities, but their accounts are suspended. I wonder how that happened.
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Phantom BOM for each length of tubing?
Instead of the BOM for part A consuming 3″ of raw tubing item, it consumes BOM for 3″ of cut tubing and BOM for cut tubing consumes 3″ of raw tubing with scrap.
I’m not sure if that solves the problem as it shifts the weird numbers and decimal rounding from the part ABC BOMs to the phantom BOMs for various cut lengths.
Otherwise, custom extension as I don’t recall any existing extensions that will do this exact thing.
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Can use “IRS Reporting Periods” -> “Adjustments.”
This enables you to manually adjust the values that appear in the 1099 boxes.
The functionality is probably not going to change.
An example of why it probably won’t change is reimbursement payments. Let’s say a 1099-liable vendor is contractually reimbursed for fuel separately. In that case, payments for fuel reimbursement to this 1099-liable vendor are not 1099 liable. With invoices, that’s easy and clean. With a general journal… that sounds like a mess.
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Please explain more.
No. Series does not check for duplicates. You can look at the flow of No. Series and No. Series – Impl. codeunits to see.
The only place a duplicate would be rejected is if this is the “No.” field in a table where No. is the primary key or part of a unique key and the key already exists in the same table.
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Warehouse shipments. Each location should have “Require Shipment” true. Then, Create Warehouse Shipment from a sales order splits the lines by location. Package Worksheet in Dynamic Ship works with warehouse shipment documents. Picks also work fine with warehouse shipments.
(I’ll try to remember to get back to you about AL to select printnode printer by location through published events in the InsightWorks implementation.)
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Purchase and payables setup controls where the tax area code is read from. If “use vendor’s tax area code” is true, purchase documents will look at the vendor record for tax area code. If this setting is false, it will look at the ship-to code, location code, or company information in that order.
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The out-of-the-box alternate path is to use planning for the nested orders.
To do this in shipping would require an extension… it should drop to the lowest-level child items, copy the same header as the parent order would use, reserve the output for the next level up from each order, and execute everything needed on one level at a time. Then, when the shipment is posted, the parent will have the inventory it needs for the first-level child assembly items.
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I’d recommend finding an independent ERP selection consultant.
Truly independent, though. I’ve dealt both as a user and in the channel with “ERP selection consultants” who receive referral fees and don’t disclose that this is the case unless asked. The not-so-independent ones usually charge less; there is a reason.
I unfortunately can’t recall their name, but I dealt with a selection consultant years ago who consulted about our processes, what was important to us, why things were important to us… I essentially learned what real software consulting looked like from them.
Some selection consultants can be hybrid technical consultants. I used to dabble in this when the first wave of people afraid GP was going to be obsolete soon needed help with both getting their new Business Central system working correctly and help with finding a different partner who could support them more broadly.
Being in presales currently myself, I would suggest something not to do when evaluating: don’t request partners produce a “conference room pilot” type A-Z demo script that covers functionality you already understand. This style seems logical and fair, but you will not see any difference between how partner X and Y will handle a procure-to-pay scenario. Instead, provide them with scenarios for outcomes that are important to you. By focusing on what’s important, you can assess how a business handles problem solving, tradeoffs, goal framing, etc. That said, one issue you might face with partner organizations is the people demonstrating how the partner might achieve your goals think differently than the people who are actually responsible for this; this can be especially true with large organizations. One thing the partner I currently work for tends to do is bring in particular consultants into the conversation if there is a need to validate capability in a functional area or an ISV solution. I could discuss everything myself, but it is for the prospective customer’s benefit to evaluate multiple people they will be working with.
For your case, I would pay particular attention to upgrade philosophy and strategy. I am working on an upgrade now that could have gone sideways if not for an extended discussion of exactly what success looks like. I’ve found it tends not to be technical issues that botch upgrades as much as an unclear understanding of success criteria. It’s difficult to say “this is complete” if you haven’t adequately defined what “this” is.
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Could you explain more of what you are trying to do?
If you mean the subscription contracts, working with those is documented here:
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Based on trying this scenario out, it could be possible to bill for service coverage in a subscription contract and track entitlement for the same service in a service contract.
However, it’s one thing to create both at the time of subscription, another to keep them in sync when the subscription status changes (e.g. terminated, renewed). I think syncing them requires an extension unless I am missing something. (My mind is halfway through designing this extension but there would need to be some tests.)
