Microsoft MB-335 Exam Actual Questions
Microsoft Dynamics 365 Supply Chain Management Functional Consultant Expert (Page 5 )

Case Study

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background

ADatum Corporation is a golf cart manufacturing and rental company. The company produces golf carts, converts them to assets, and then rents them out over a period of time. The engineering team continuously seeks to create innovative, sustainable golf carts to stay current in the industry.

Although the company no longer creates gas-powered vehicles, some of its models are still in use as rentals.

ADatum Corporation plans to move from multiple, disconnected systems for each team of employees to a connected platform that uses Dynamics 365 Finance and Dynamics 365 Supply Chain Management.

Current Environment

Employee teams

ADatum Corporation has four key teams of employees:

- Procurement: A team of buyers who source raw materials for the production of the golf carts
- Engineering: A team of engineering designers who continuously modify and improve the bill of materials (BOM) for the golf carts
- Production: A team of production employees, including quality assurance (QA), who manages the BOM costs and work on the shop floor to produce the golf carts
- Asset Management: A team that manages the golf cart assets, including maintenance and repairs The company has strict controls and uses engineering change management within its end-to-end operations.

Golf cart models

All new golf carts are rechargeable electric models.

The company has three primary golf cart models:

- ModelA is manufactured for commercial customers, such as golf courses. Those golf courses rent ModelA

for a fixed period of time.
--- ModelA contains subassemblies that are produced by ADatum Corporation and stored in the warehouse until required for production.
- ModelB is manufactured for consumers and can be rented by vacationers, typically for a weekend. --- ModelB must include turn signals and brake lights to ensure that it is legal to drive on city streets. --- ModelB golf carts are typically stored in a rented parking lot during peak vacation season. --- During the off-season, ModelB is stored in ADatum Corporation's headquarters warehouse.
- ModelT units are gas-powered units that have been discontinued for production; however, existing assets are available for rent.
All models are considered low-speed vehicles and must not exceed 25 mph.

All golf cart models are owned by ADatum Corporation. None are owned by commercial customers.

Requirements

Engineering

The engineering manager plans to phase out production of the current steel frames and replace them with aluminum frames.
Innovation engineers observe an increase in consumer requests for lifted-style golf carts. ModelB will be used to create a prototype of a newer version.

Production

Golf cart frames for all models must be configured as subassemblies.

The engineering team plans for the lift kit shocks and struts to be assembled for the prototype as a single production order for the lift kit finished good. The lift kit will remain at the end of the assembly line for the prototype.
The QA team must conduct a rigorous set of mandatory tests for the ModelB prototype. Only certified QA

team members can complete the checklists. The item will not be available for production until the prototype passes testing.
The lithium batteries must be installed by a certified technician during production.

The raw materials used in the prototype model are also sold directly as spare parts.

The controller requires raw material consumption to be posted in the ledger separately for the prototype production orders.
The warehouse manager requires that ModelA subassemblies must have putaway work created for the warehouse workers. All other subassemblies and finished goods will not require warehouse work. The lift kit subassembly must have a new standard cost created.
- Cost Requirement 1: The costs for existing materials are frozen for a period. The incremental costs must be calculated without impacting current frozen costs.
- Cost Requirement 2: The incremental cost for the subassembly must be determined based on the raw material purchased parts before it is available as a price.

Asset management

All electric models can be serviced on a quarterly schedule, which is less frequent than the bimonthly gas-

powered models.
The controller requires ModelB to be reported separately from other models, and the location of the assets updated at each peak travel season.
Maintenance technicians run a lean schedule and are fully booked out in advance.

Issues

Procurement

Buyer1 reports that the master planning process generated planned purchase orders for steel frame subassemblies. Return orders were created for the steel frames, which should not have been ordered.

Production

The production manager reports that the lithium battery installation step is creating a production backup because of two issues:
- Issue 1: Technicians who are not certified are assigned to the battery installation step.
- Issue 2: One certified technician is always on site at the production facility; the other certified technician is on call for repairs to rentals and is only substitutes for other technicians occasionally for production.

Asset management

A golf course manager reports that multiple ModelT units are frequently slow to start. The golf course manager requests monthly inspections for ModelT units, but the ModelA units can keep their current schedule.
After the ModelT unit issue was addressed, the golf course manager reports that one of the ModelA units stopped charging. The golf course manager requests a priority repair to be scheduled for the next morning.

Case Study

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background

ADatum Corporation is a golf cart manufacturing and rental company. The company produces golf carts, converts them to assets, and then rents them out over a period of time. The engineering team continuously seeks to create innovative, sustainable golf carts to stay current in the industry.

Although the company no longer creates gas-powered vehicles, some of its models are still in use as rentals.

ADatum Corporation plans to move from multiple, disconnected systems for each team of employees to a connected platform that uses Dynamics 365 Finance and Dynamics 365 Supply Chain Management.

Current Environment

Employee teams

ADatum Corporation has four key teams of employees:

- Procurement: A team of buyers who source raw materials for the production of the golf carts
- Engineering: A team of engineering designers who continuously modify and improve the bill of materials (BOM) for the golf carts
- Production: A team of production employees, including quality assurance (QA), who manages the BOM costs and work on the shop floor to produce the golf carts
- Asset Management: A team that manages the golf cart assets, including maintenance and repairs The company has strict controls and uses engineering change management within its end-to-end operations.

Golf cart models

All new golf carts are rechargeable electric models.

The company has three primary golf cart models:

- ModelA is manufactured for commercial customers, such as golf courses. Those golf courses rent ModelA

for a fixed period of time.
--- ModelA contains subassemblies that are produced by ADatum Corporation and stored in the warehouse until required for production.
- ModelB is manufactured for consumers and can be rented by vacationers, typically for a weekend. --- ModelB must include turn signals and brake lights to ensure that it is legal to drive on city streets. --- ModelB golf carts are typically stored in a rented parking lot during peak vacation season. --- During the off-season, ModelB is stored in ADatum Corporation's headquarters warehouse.
- ModelT units are gas-powered units that have been discontinued for production; however, existing assets are available for rent.
All models are considered low-speed vehicles and must not exceed 25 mph.

All golf cart models are owned by ADatum Corporation. None are owned by commercial customers.

Requirements

Engineering

The engineering manager plans to phase out production of the current steel frames and replace them with aluminum frames.
Innovation engineers observe an increase in consumer requests for lifted-style golf carts. ModelB will be used to create a prototype of a newer version.

Production

Golf cart frames for all models must be configured as subassemblies.

The engineering team plans for the lift kit shocks and struts to be assembled for the prototype as a single production order for the lift kit finished good. The lift kit will remain at the end of the assembly line for the prototype.
The QA team must conduct a rigorous set of mandatory tests for the ModelB prototype. Only certified QA

team members can complete the checklists. The item will not be available for production until the prototype passes testing.
The lithium batteries must be installed by a certified technician during production.

The raw materials used in the prototype model are also sold directly as spare parts.

The controller requires raw material consumption to be posted in the ledger separately for the prototype production orders.
The warehouse manager requires that ModelA subassemblies must have putaway work created for the warehouse workers. All other subassemblies and finished goods will not require warehouse work. The lift kit subassembly must have a new standard cost created.
- Cost Requirement 1: The costs for existing materials are frozen for a period. The incremental costs must be calculated without impacting current frozen costs.
- Cost Requirement 2: The incremental cost for the subassembly must be determined based on the raw material purchased parts before it is available as a price.

Asset management

All electric models can be serviced on a quarterly schedule, which is less frequent than the bimonthly gas-

powered models.
The controller requires ModelB to be reported separately from other models, and the location of the assets updated at each peak travel season.
Maintenance technicians run a lean schedule and are fully booked out in advance.

Issues

Procurement

Buyer1 reports that the master planning process generated planned purchase orders for steel frame subassemblies. Return orders were created for the steel frames, which should not have been ordered.

Production

The production manager reports that the lithium battery installation step is creating a production backup because of two issues:
- Issue 1: Technicians who are not certified are assigned to the battery installation step.
- Issue 2: One certified technician is always on site at the production facility; the other certified technician is on call for repairs to rentals and is only substitutes for other technicians occasionally for production.

Asset management

A golf course manager reports that multiple ModelT units are frequently slow to start. The golf course manager requests monthly inspections for ModelT units, but the ModelA units can keep their current schedule.
After the ModelT unit issue was addressed, the golf course manager reports that one of the ModelA units stopped charging. The golf course manager requests a priority repair to be scheduled for the next morning.

Case Study

This is a case study. Case studies are not timed separately from other exam sections. You can use as much exam time as you would like to complete each case study. However, there might be additional case studies or other exam sections. Manage your time to ensure that you can complete all the exam sections in the time provided. Pay attention to the Exam Progress at the top of the screen so you have sufficient time to complete any exam sections that follow this case study.

To answer the case study questions, you will need to reference information that is provided in the case. Case studies and associated questions might contain exhibits or other resources that provide more information about the scenario described in the case. Information provided in an individual question does not apply to the other questions in the case study.

A Review Screen will appear at the end of this case study. From the Review Screen, you can review and change your answers before you move to the next exam section. After you leave this case study, you will NOT be able to return to it.

To start the case study
To display the first question in this case study, select the "Next" button. To the left of the question, a menu provides links to information such as business requirements, the existing environment and problem statements. Please read through all this information before answering any questions.
When you are ready to answer a question, select the "Question" button to return to the question.

Background

Fabrikam, Inc. is a discrete manufacturer of outdoor patio furniture. The company originated as a sole owner working from a home garage, then moved into a commercial storage space, and later into a full manufacturing facility. The company operates as two operating legal entities, one in the United States and the other in Mexico.

As the company grew, the existing software systems failed to grow with it. This meant that financial reporting was managed in an outdated accounting system; raw materials planning, production, and inventory control were managed in another system; and cost calculations were tracked in multiple spreadsheets managed by analysts.

Current environment

The Fabrikam, Inc. engineering team uses a third-party computer-aided design (CAD) system for drawings. These drawings are later introduced into one or more companies for sale. A customer service center handles complaint calls and places orders for distributors.

The current system landscape creates a lack of controls and visibility across the systems, leading to overages of some raw materials, shortages on others, and large quantities of scrap. Heavy production volume provides little to no room for system downtime. The staff manually creates production orders, which leads to double work for system entry later. This delay has a tipple effect into the materials planning.

The company currently sources teakwood from India, making it a more expensive and high-end material. Cedar and redwood are both sourced from the Western US. Truck driver shortages across the nation have caused shipping costs to rise sharply.

Fabrikam, Inc. recently decided to expand into the gas firepit market. All products are currently being prototyped. The company decides that the firepit prototype should be initially available only in the United States. The firepits will be manufactured only in Nevada and Arizona. The firepits are produced as prototyping; this production line operates only on Mondays.

Fabrikam, Inc. has purchased new manufacturing equipment for the firepit metal fabrication. This purchase includes a warranty, which requires that the company perform routine maintenance. Fabrikam, Inc. elects to complete the maintenance in house on a quarterly schedule and maintain appropriate records for warranty purposes. The metal fabrication equipment consists of three separate machines used in a single production process.

Fabrikam, Inc. made the decision to move to Dynamics 365 Supply Chain Management.

Requirements. Application and environment

Fabrikam, Inc. must move systems and processing to software as a service (SaaS) whenever possible because the company does not have enough IT staff to support hardware.

Requirements. Inventory and costing

Finished goods fall into three categories:
Wood furniture (teak, cedar, redwood)
Outdoor heating (firepits, gas heaters)
- Each outdoor heating item with slight variations, such as a chrome or steel finish, must have a unique item number.
Repair parts (nuts and bolts, ignitors, and other parts)
The system must account for the fact that Fabrikam, Inc. must take legal ownership of teakwood at the time of shipment, not at the time of receipt into the warehouse.
The company must accrue for the costs of the teakwood materials as soon as the company takes ownership. The company takes ownership at the time of shipment, which is posted prior to physical receipt at the warehouse.

Requirements. Engineering

Engineers who specialize in gas consumer goods will design the firepits and are the only users with authority to release the products for sale.
Engineering must notify customer service of any open orders that may contain a released product version that may be discontinued or delayed.
The change request workflow must route to the engineer.

Requirements. Production

The raw material and subcomponent goods for the firepit must be managed by the engineer. This means the engineer must oversee any new items, material changes, address problems, and so on. The metal fabrication equipment must be tracked at the locations where the firepits are produced. The production team must operate on an all-day/everyday model, with each team operating in a 12-hour shift. This is a recent change to keep up with high demand for products, as well as for planning a new product line.
Raw material and subcomponent items for the firepit prototype must not be available for use until engineering is ready for the prototype product release.
Due to the production staff schedule, all equipment must be planned according to the staffing. Maintenance for each of the three pieces of machinery must be scheduled at the same time so that only the local maintenance technician works on the equipment.
When the firepits are ready for the test market, they must be made available for sale. The United States operating company must review any engineering products before they are available for sales or production orders.
The engineering team must release the engineering product into the United States operating company. The engineering BOM lines must not be removed by the United States operating company.

Issues. Application and environment

The operations manager is concerned that system downtime is so frequent that it is impacting efficiency due to the all-day/everyday production operation model.

Issues. Inventory and costing

Fabrikam, Inc. marketing campaigns in the desert states of Arizona, Nevada, and New Mexico have led to an increased demand for teakwood furniture to endure weather elements. Supply and demand for this wood lowered expected margins with increased shipping costs and price increases from the vendors. User1 reports that the inventory value of the teakwood is not on the financial reports, even though ownership of the product begins at the port of shipment.
Upon receipt into the physical warehouse, User2 reports that the warehouse workers received less teakwood than the ordered amount on the purchase order.

Issues. Engineering and production

As the firepits are produced and feedback received from the test market, records must be maintained of each revision to the firepit design.
Firepits must have attributes associated with them to specify the type of gas line that is available for the firepit, such as natural gas or propane.
Customer service is receiving calls that the firepit ignition switch does not always work as expected. This issue was reported through an engineering change request.
User3 reports resource issues on the production shop floor due to system maintenance issues and other delays. The company does not want User3 or the other workers to stop production. User4 reports that a bolt needed for cedar wood furniture is out of stock. A temporary substitution bolt was identified prior to starting the production order.
User5 reports that a hinge for redwood furniture will be discontinued at the end of the year. Production must reflect an updated part.
A large order was placed for 1,500 pieces of teakwood furniture and production orders must start as soon as possible.
User6 reports the following:
- Only 100 pieces of furniture can be produced on the night shift due to resourcing. Enough raw materials are on hand to complete 100 pieces, but not enough to produce all 1,500 pieces.
- The production floor is organized into dedicated production lines, each with their own warehouse. The warehouse workers must pick the raw materials to the correct warehouse location.

Case Study

This is a case study. Case studies are not timed separately from other exam sections. You can use as much exam time as you would like to complete each case study. However, there might be additional case studies or other exam sections. Manage your time to ensure that you can complete all the exam sections in the time provided. Pay attention to the Exam Progress at the top of the screen so you have sufficient time to complete any exam sections that follow this case study.

To answer the case study questions, you will need to reference information that is provided in the case. Case studies and associated questions might contain exhibits or other resources that provide more information about the scenario described in the case. Information provided in an individual question does not apply to the other questions in the case study.

A Review Screen will appear at the end of this case study. From the Review Screen, you can review and change your answers before you move to the next exam section. After you leave this case study, you will NOT be able to return to it.

To start the case study
To display the first question in this case study, select the "Next" button. To the left of the question, a menu provides links to information such as business requirements, the existing environment and problem statements. Please read through all this information before answering any questions.
When you are ready to answer a question, select the "Question" button to return to the question.

Background

Fabrikam, Inc. is a discrete manufacturer of outdoor patio furniture. The company originated as a sole owner working from a home garage, then moved into a commercial storage space, and later into a full manufacturing facility. The company operates as two operating legal entities, one in the United States and the other in Mexico.

As the company grew, the existing software systems failed to grow with it. This meant that financial reporting was managed in an outdated accounting system; raw materials planning, production, and inventory control were managed in another system; and cost calculations were tracked in multiple spreadsheets managed by analysts.

Current environment

The Fabrikam, Inc. engineering team uses a third-party computer-aided design (CAD) system for drawings. These drawings are later introduced into one or more companies for sale. A customer service center handles complaint calls and places orders for distributors.

The current system landscape creates a lack of controls and visibility across the systems, leading to overages of some raw materials, shortages on others, and large quantities of scrap. Heavy production volume provides little to no room for system downtime. The staff manually creates production orders, which leads to double work for system entry later. This delay has a tipple effect into the materials planning.

The company currently sources teakwood from India, making it a more expensive and high-end material. Cedar and redwood are both sourced from the Western US. Truck driver shortages across the nation have caused shipping costs to rise sharply.

Fabrikam, Inc. recently decided to expand into the gas firepit market. All products are currently being prototyped. The company decides that the firepit prototype should be initially available only in the United States. The firepits will be manufactured only in Nevada and Arizona. The firepits are produced as prototyping; this production line operates only on Mondays.

Fabrikam, Inc. has purchased new manufacturing equipment for the firepit metal fabrication. This purchase includes a warranty, which requires that the company perform routine maintenance. Fabrikam, Inc. elects to complete the maintenance in house on a quarterly schedule and maintain appropriate records for warranty purposes. The metal fabrication equipment consists of three separate machines used in a single production process.

Fabrikam, Inc. made the decision to move to Dynamics 365 Supply Chain Management.

Requirements. Application and environment

Fabrikam, Inc. must move systems and processing to software as a service (SaaS) whenever possible because the company does not have enough IT staff to support hardware.

Requirements. Inventory and costing

Finished goods fall into three categories:
Wood furniture (teak, cedar, redwood)
Outdoor heating (firepits, gas heaters)
- Each outdoor heating item with slight variations, such as a chrome or steel finish, must have a unique item number.
Repair parts (nuts and bolts, ignitors, and other parts)
The system must account for the fact that Fabrikam, Inc. must take legal ownership of teakwood at the time of shipment, not at the time of receipt into the warehouse.
The company must accrue for the costs of the teakwood materials as soon as the company takes ownership. The company takes ownership at the time of shipment, which is posted prior to physical receipt at the warehouse.

Requirements. Engineering

Engineers who specialize in gas consumer goods will design the firepits and are the only users with authority to release the products for sale.
Engineering must notify customer service of any open orders that may contain a released product version that may be discontinued or delayed.
The change request workflow must route to the engineer.

Requirements. Production

The raw material and subcomponent goods for the firepit must be managed by the engineer. This means the engineer must oversee any new items, material changes, address problems, and so on. The metal fabrication equipment must be tracked at the locations where the firepits are produced. The production team must operate on an all-day/everyday model, with each team operating in a 12-hour shift. This is a recent change to keep up with high demand for products, as well as for planning a new product line.
Raw material and subcomponent items for the firepit prototype must not be available for use until engineering is ready for the prototype product release.
Due to the production staff schedule, all equipment must be planned according to the staffing. Maintenance for each of the three pieces of machinery must be scheduled at the same time so that only the local maintenance technician works on the equipment.
When the firepits are ready for the test market, they must be made available for sale. The United States operating company must review any engineering products before they are available for sales or production orders.
The engineering team must release the engineering product into the United States operating company. The engineering BOM lines must not be removed by the United States operating company.

Issues. Application and environment

The operations manager is concerned that system downtime is so frequent that it is impacting efficiency due to the all-day/everyday production operation model.

Issues. Inventory and costing

Fabrikam, Inc. marketing campaigns in the desert states of Arizona, Nevada, and New Mexico have led to an increased demand for teakwood furniture to endure weather elements. Supply and demand for this wood lowered expected margins with increased shipping costs and price increases from the vendors. User1 reports that the inventory value of the teakwood is not on the financial reports, even though ownership of the product begins at the port of shipment.
Upon receipt into the physical warehouse, User2 reports that the warehouse workers received less teakwood than the ordered amount on the purchase order.

Issues. Engineering and production

As the firepits are produced and feedback received from the test market, records must be maintained of each revision to the firepit design.
Firepits must have attributes associated with them to specify the type of gas line that is available for the firepit, such as natural gas or propane.
Customer service is receiving calls that the firepit ignition switch does not always work as expected. This issue was reported through an engineering change request.
User3 reports resource issues on the production shop floor due to system maintenance issues and other delays. The company does not want User3 or the other workers to stop production. User4 reports that a bolt needed for cedar wood furniture is out of stock. A temporary substitution bolt was identified prior to starting the production order.
User5 reports that a hinge for redwood furniture will be discontinued at the end of the year. Production must reflect an updated part.
A large order was placed for 1,500 pieces of teakwood furniture and production orders must start as soon as possible.
User6 reports the following:
- Only 100 pieces of furniture can be produced on the night shift due to resourcing. Enough raw materials are on hand to complete 100 pieces, but not enough to produce all 1,500 pieces.
- The production floor is organized into dedicated production lines, each with their own warehouse. The warehouse workers must pick the raw materials to the correct warehouse location.

Case Study

This is a case study. Case studies are not timed separately from other exam sections. You can use as much exam time as you would like to complete each case study. However, there might be additional case studies or other exam sections. Manage your time to ensure that you can complete all the exam sections in the time provided. Pay attention to the Exam Progress at the top of the screen so you have sufficient time to complete any exam sections that follow this case study.

To answer the case study questions, you will need to reference information that is provided in the case. Case studies and associated questions might contain exhibits or other resources that provide more information about the scenario described in the case. Information provided in an individual question does not apply to the other questions in the case study.

A Review Screen will appear at the end of this case study. From the Review Screen, you can review and change your answers before you move to the next exam section. After you leave this case study, you will NOT be able to return to it.

To start the case study
To display the first question in this case study, select the "Next" button. To the left of the question, a menu provides links to information such as business requirements, the existing environment and problem statements. Please read through all this information before answering any questions.
When you are ready to answer a question, select the "Question" button to return to the question.

Background

Fabrikam, Inc. is a discrete manufacturer of outdoor patio furniture. The company originated as a sole owner working from a home garage, then moved into a commercial storage space, and later into a full manufacturing facility. The company operates as two operating legal entities, one in the United States and the other in Mexico.

As the company grew, the existing software systems failed to grow with it. This meant that financial reporting was managed in an outdated accounting system; raw materials planning, production, and inventory control were managed in another system; and cost calculations were tracked in multiple spreadsheets managed by analysts.

Current environment

The Fabrikam, Inc. engineering team uses a third-party computer-aided design (CAD) system for drawings. These drawings are later introduced into one or more companies for sale. A customer service center handles complaint calls and places orders for distributors.

The current system landscape creates a lack of controls and visibility across the systems, leading to overages of some raw materials, shortages on others, and large quantities of scrap. Heavy production volume provides little to no room for system downtime. The staff manually creates production orders, which leads to double work for system entry later. This delay has a tipple effect into the materials planning.

The company currently sources teakwood from India, making it a more expensive and high-end material. Cedar and redwood are both sourced from the Western US. Truck driver shortages across the nation have caused shipping costs to rise sharply.

Fabrikam, Inc. recently decided to expand into the gas firepit market. All products are currently being prototyped. The company decides that the firepit prototype should be initially available only in the United States. The firepits will be manufactured only in Nevada and Arizona. The firepits are produced as prototyping; this production line operates only on Mondays.

Fabrikam, Inc. has purchased new manufacturing equipment for the firepit metal fabrication. This purchase includes a warranty, which requires that the company perform routine maintenance. Fabrikam, Inc. elects to complete the maintenance in house on a quarterly schedule and maintain appropriate records for warranty purposes. The metal fabrication equipment consists of three separate machines used in a single production process.

Fabrikam, Inc. made the decision to move to Dynamics 365 Supply Chain Management.

Requirements. Application and environment

Fabrikam, Inc. must move systems and processing to software as a service (SaaS) whenever possible because the company does not have enough IT staff to support hardware.

Requirements. Inventory and costing

Finished goods fall into three categories:
Wood furniture (teak, cedar, redwood)
Outdoor heating (firepits, gas heaters)
- Each outdoor heating item with slight variations, such as a chrome or steel finish, must have a unique item number.
Repair parts (nuts and bolts, ignitors, and other parts)
The system must account for the fact that Fabrikam, Inc. must take legal ownership of teakwood at the time of shipment, not at the time of receipt into the warehouse.
The company must accrue for the costs of the teakwood materials as soon as the company takes ownership. The company takes ownership at the time of shipment, which is posted prior to physical receipt at the warehouse.

Requirements. Engineering

Engineers who specialize in gas consumer goods will design the firepits and are the only users with authority to release the products for sale.
Engineering must notify customer service of any open orders that may contain a released product version that may be discontinued or delayed.
The change request workflow must route to the engineer.

Requirements. Production

The raw material and subcomponent goods for the firepit must be managed by the engineer. This means the engineer must oversee any new items, material changes, address problems, and so on. The metal fabrication equipment must be tracked at the locations where the firepits are produced. The production team must operate on an all-day/everyday model, with each team operating in a 12-hour shift. This is a recent change to keep up with high demand for products, as well as for planning a new product line.
Raw material and subcomponent items for the firepit prototype must not be available for use until engineering is ready for the prototype product release.
Due to the production staff schedule, all equipment must be planned according to the staffing. Maintenance for each of the three pieces of machinery must be scheduled at the same time so that only the local maintenance technician works on the equipment.
When the firepits are ready for the test market, they must be made available for sale. The United States operating company must review any engineering products before they are available for sales or production orders.
The engineering team must release the engineering product into the United States operating company. The engineering BOM lines must not be removed by the United States operating company.

Issues. Application and environment

The operations manager is concerned that system downtime is so frequent that it is impacting efficiency due to the all-day/everyday production operation model.

Issues. Inventory and costing

Fabrikam, Inc. marketing campaigns in the desert states of Arizona, Nevada, and New Mexico have led to an increased demand for teakwood furniture to endure weather elements. Supply and demand for this wood lowered expected margins with increased shipping costs and price increases from the vendors. User1 reports that the inventory value of the teakwood is not on the financial reports, even though ownership of the product begins at the port of shipment.
Upon receipt into the physical warehouse, User2 reports that the warehouse workers received less teakwood than the ordered amount on the purchase order.

Issues. Engineering and production

As the firepits are produced and feedback received from the test market, records must be maintained of each revision to the firepit design.
Firepits must have attributes associated with them to specify the type of gas line that is available for the firepit, such as natural gas or propane.
Customer service is receiving calls that the firepit ignition switch does not always work as expected. This issue was reported through an engineering change request.
User3 reports resource issues on the production shop floor due to system maintenance issues and other delays. The company does not want User3 or the other workers to stop production. User4 reports that a bolt needed for cedar wood furniture is out of stock. A temporary substitution bolt was identified prior to starting the production order.
User5 reports that a hinge for redwood furniture will be discontinued at the end of the year. Production must reflect an updated part.
A large order was placed for 1,500 pieces of teakwood furniture and production orders must start as soon as possible.
User6 reports the following:
- Only 100 pieces of furniture can be produced on the night shift due to resourcing. Enough raw materials are on hand to complete 100 pieces, but not enough to produce all 1,500 pieces.
- The production floor is organized into dedicated production lines, each with their own warehouse. The warehouse workers must pick the raw materials to the correct warehouse location.