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Testlet 2

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
City Power and Light is a publicly traded electric utility company. The company has a corporate office, four regional field offices, two subsidiary companies that product solar energy, and one wind power subsidiary. City Power and Light has 50 percent ownership in the solar energy company. The company fully owns the wind power company but operates it separately from other businesses.

City Power and Light currently operates with varying integrated legacy systems and has difficulty assembling company financials. Migrating these systems and workloads to a common platform would improve visibility into the business and inform decision making. The company plans to implement Dynamics 365.

Current environment

Legacy systems
-The legacy system does not have audit capability or configurable workflow based on business logic.
-The legacy paper-based purchasing system does not allow parent-child relationships for vendors. Two signatures are required for purchase requisitions.
-Purchase orders are entered into the system manually based on signed purchase requisitions printed to PDF and then emailed to the vendor.
-The legacy procurement system does not have a parent-child relationship for master data management.

Regional offices
-All four regional field offices have both a service division and operations division and share the same tax ID as the parent.
-Each regional office has five trucks used by service technicians to read meters and fix electrical issues.

Financials
-All financials consolidate up to City Power and Light Holding, LLC.
-The finance department employees are currently able to create as well as pay invoices.

Customers
Sales orders from the website are uploaded into the system manually once a day.

International and domestic customers currently post to the same receivable account. At the end of the month, these have to be separated into domestic and international receivable accounts.

Other information
-There are multiple active acquisitions expected during the implementation timeline.
-The item master data for solar panel configurations has multiple variables and variants. As a result, the process for creating quotes and sales orders is extremely complex.

Requirements

General
-Flexible implementation approach to support frequently changing business needs and requirements.
-A phased roll-out is needed due to the complexity of the business.
-Any offsite travel meals submitted on an expense report without corresponding flight and hotel expenses need to be reviewed.
-Ten percent of vendor invoices should be reviewed to ensure they meet company policy.
-Testing of business processes needs to be automated.
-Customer surveys must be sent out after email customer service interactions. Surveys must contain a rating system and a way for customers to add documents.
-Employees require one central tool for internal communication, phone calls, and file sharing.
-Sales representatives need an enterprise quoting tool for solar panel customers.

Technical
-A cloud-based financial and operational system, accessible on mobile devices.
-The ability to keep a legacy meter reading application with the ability to use the data in aggregated operating reports.
-Business processes should be tested with different variables for the same process as part of the testing plan.

Functional
-Establish and document business processes to assist with on-boarding new employees more efficiently.
-Parent-child relationships need to be established for vendors with regional offices. Purchasing locations vary from invoicing locations.
-The ability to create automated wire payments.

Requisitions
-All purchase requisitions over $50 need to be approved by a manager.
-All purchase requisitions over $1,000 require senior manager approval.
-Multiple purchase requisitions to the same vendor should be combined.

Sales
The item master data for solar configurations have multiple variable and variants. This leads to complex quoting and sales orders.

Sales representatives must be able to create automated wire payments.

Issues
-A limited number of users are available for testing.
-User1 reports that the data fields are not saving during formula entry with saved variables functionality in the RSAT tool.
-The purchasing department is seeing duplicate vendor records during data conversion.
-Audit notes from the prior year indicate improvement is needed in roles and responsibilities related to financial management and security roles.
-User2 reports that parts ordered on PO123 were never received and the vendor has said they never received the PO.
-User3 provides feedback that important steps during journal entry are being forgotten and new users need hands-on guidance.
-Service technicians report that they do not always have the appropriate tools or parts with them requiring multiple service calls.
-

Testlet 3

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

Overview
CoHo Vineyard and Winery is based in the United States. The company has a single vineyard. The company distributes full pallets of wine worldwide and sometimes sells wine by using a private label. Grape growing and wine production operations are owned and operated by a third-party company. The company uses bottles, accessories, and other disposables from a company in China.

CoHo Vineyard and Winery opens a second location. This location manages inventory for Wine Club members and includes a wine tasting room. The location also includes a warehouse and distribution center.

The wine club currently has 200 members. The company hopes to increase this number.

The company holds events for club members in the tasting room and ships both full cases and individual bottles to members. The tasting room is not treated as a retail store. All sales to club members only and purchases must be made on-account.

Company structure
The following graphic shows the company structure:
Organization
The current organizational chart and roles are as follows:


Current environment
Coho Vineyard and Winery currently uses manual processes for most of its operations. The company stores names and phone numbers for club members and prospective club members in a Microsoft Excel workbook. The sales team currently tracks club membership in a separate system. Sales team stock awards are granted on a three-year basis. The solution for the sales team cannot be replaced for three years.

-The types of wine, such as cabernet sauvignon and red blends are tracked as separate items. Each item will have a year associated with it, such as Red Blend 2017, 2018, 2019, etc. The items are updated for the year association annually.
-Peak times for order entry could be in the hundreds. This typically happens when first and second shift workers overlap and all users are on the system, as well as orders imported in.
-Packaging materials, bottles, and accessories are received in the warehouse FOB Destination from the manufacturer in China.
-Each retailer has individual item numbers, barcode placement, descriptions and other additions such as pictures and details of the wine year and flavor notes.

CoHo Vineyard and Winery has outgrown their legacy ERP system and plans to implement Dynamics 365 Finance. CoHo wants to use out-of-the-box tools which are linked to the system where possible and not create new tools.

Requirements

Licensing and organization
-Only the President/CEO, CFO, COO, Controller and VP Operations users must be able to access finance and warehouse features.
-Warehouse users must only have access to warehouse function. All other users must have access to finance functions.
-The distribution center must have mobile scanners for the warehouse. The tasting room will not have mobile scanners.
-The inventory cost must be tracked separately by distribution center or tasting room.

Club membership and events
-You must ensure the members created in their existing system are also customers in Dynamics 365 Finance and that the customers do not exist in both systems under multiple record numbers.
-When tasting events are planned, text notifications must be sent out to the club members.
-Text notifications must be sent out to non-club members to encourage the non-members to join the club.
-During tasting events, CoHo will need access to place orders during the event but will not have the need for cash registers.

Warehouse and shipping
-The system must be able to track inventory throughout the whole warehouse process.
-A Certificate of Origin must accompany each shipment.
-Private label items that are shipped to retailers must be stored and costed as a single item number at CoHo.
-The system must be able to compare year-to-year performance of a single wine type.

Implementation
-Business processes must be documented as step-by-step processes and must align with the process flows in a visual format.
-Data will be migrated and is a requirement for order entry.
-Data migration must be completed prior to testing.
-You must track each step of process validation so that the users have ownership for their individual functional areas. The tracking system used should be integrated with the system where possible.

Issues
-Users are struggling to understand the new system’s processes.
-CoHo is concerned that the go-live will may not go smoothly.
-

Testlet 4

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. When you are ready to answer a question, click the Question button to return to the question.

Background
Margie’s Travel company (http://www.margiestravel.com/) provides travel services to consumers. These services include package offers, special deals, and excursion add-ons such as jet ski and horseback rides in Jamaica. Margie’s Travel negotiates rates with multiple vendors and secures bundled pricing for consumers, serving as a travel broker. Margie’s Travel only sells services and does not have any tangible products or merchandise.

Margie’s Travel began in 1994 when Margie, CEO, and president, planned group trips for her friends in the United States (US). As this grew organically, Margie’s created a second company based in Jamaica, followed by the acquisition of a third company in the United Kingdom (UK). The company has grown fast challenging the current systems that support the business model. Margie has determined it is time to implement Dynamics 365 Finance.

Current environment

Application and environment
The current system has the following structure:

-In the US, employees use SoftwareA, accounting software, which is a desktop installation package for small businesses and single users.
-In the UK, employees use SoftwareB, ERP (enterprise resource planning) software installed on local servers. The cost of maintaining SoftwareB licensing is high, and Margie’s Travel has decided against the software and associated overhead costs.
-In Jamaica, employees use SoftwareC, a homegrown application based on spreadsheets. Local sales representatives use pen and paper in the field.
-Margie’s Travel employees use personal email addresses and chat tools and text each other directly due to the lack of corporate tools.
-IT department resources are located in the US and are responsible for management of all software support.
-Margie’s Travel company does not have standardized processes across the organization.
-Each country’s manager is responsible for system downtime. This has proven to be a challenge due to the multiple time zones across the organization and the centralized IT department.

Vendors and purchasing
As customers purchase packages, Margie’s Travel can claim rebates with the providing vendor for every package sold. The rebates are claimed quarterly, and internal workflows have been established for approval prior to vendor submission. The workflows for package offerings eligible for rebates can be complex. User2 has created Visio diagrams for the associated approval processes.

Customer relations
-Customers exist in all three current countries/regions where Margie’s Travel operates.
-Margie’s Travel offers consumers a loyalty program. Consumers can earn points per dollar spent across all in countries in which Margie’s operates. The loyalty program is currently managed by using a spreadsheet.

Requirements

Applications and environment
-All three countries must use Dynamics 365 Finance.
-The system must allow for updates to be applied at the same time as they are periodically released.
-Margie’s Travel requires that the new business processes be standardized and follow industry best practices.
-Margie’s Travel requires implementation of Office 365 and Microsoft Teams to streamline their operations. The IT department will be responsible for troubleshooting these applications, along with Dynamics 365 Finance.
-The infrastructure team must ensure that separate environments are created for development and build, prior to moving to test and eventually gold environments.
-The infrastructure team must move the code for the loyalty program to test environment.
-The CTO has directed the infrastructure team to guarantee they are on the most current version available at the time of go-live.
-The go-live activities must be coordinated across all countries, with data validation planned for each time zone.
-Once user acceptance testing (UAT) has been completed, the project manager must report the number of tenants for production to Microsoft.
-A report must show seasonality and weather patterns so that Margie’s Travel does not offer excursions during timeframes where severe weather is predicted.
-Sales representatives in the field will only be licensed for Microsoft 365 and Microsoft Power Platform.

Vendor negotiations

-Rebates must be consolidated at the vendor level.
-A single claim must be sent to the vendor on a monthly basis for all sales.

Customer relations
-Customers must be identified with the same customer ID across all companies and systems, and automatically update cross-references as new records are created.
-Margie’s Travel wants to enable customer self-service in the future for customers based in the US and UK. This feature is not planned for the initial system rollout; however, the CIO has asked that the roadmap be created for Dynamics 365 Customer Service and Dynamics 365 Commerce applications in the future. In addition, the CIO wants to ensure that the old customer numbers can be matched to a new standardized format.
-New customers in Jamaica must be reviewed and approved due to frequent customer data discrepancies. The sales representatives in the field will enter information that must be routed to validate against existing data.

Issues

Applications and environment
-The IT department needs help troubleshooting post go-live with the least costly solution.
-The CTO has learned that there are updates to globalization features in Dynamics 365 Finance. The IT staff has been tasked with ensuring that they are the first group to receive these updates.
-The company is unable to consolidate financials with the existing systems.
-The current chart of accounts (COA) does not match between the companies. The chart of accounts must have accounts manually mapped monthly because no controls can be enabled through multiple systems.
-The CEO is considering the acquisition of additional companies in the same countries as the current companies. The consolidation structure may change within the first 90 days of go-live. Margie’s does not want to finalize the consolidation structure for a hard-close at month’s end until this has been finalized.
-Due to resource constraints, the IT department only has the capacity to apply service updates to all countries at once, not as individual tasks.
-The IT department has limited knowledge of Microsoft 365, Microsoft Teams, and Dynamics 365 Finance. The IT department will be unable to support the applications. The CTO must determine the strategy for managing the support-related risk.
-The IT department has decided not to code for globalization issues because they are in an upcoming service update. They are closing in on go-live and need to make sure that the updates are applied in time.
-A mock cutover was conducted. It was unsuccessful due to lack of coordination across the countries. The lack of success created timing issues with data uploads from centralized IT and validation at the country level. User1 must use a standard template to prevent the mock cutover issue happening at go-live.

Vendor negotiations
-The rebates cannot be claimed because disparate systems today do not allow for consolidation to ensure that thresholds are met to claim rebates.
-The accounts receivable and accounts payable departments are unclear about the workflows associated with the rebate process. User2 must ensure that representatives from each department validate that they have tested their respective steps in the overall process. Testing feedback must be communicated to User2.

Customer relations
-Customers are frustrated because while there is an expectation of white-glove service, customer number and other lookup information is not available in all countries. A customer travelling from the US to the UK must provide multiple pieces of information for them to be re-entered into the country-specific software system. The CIO knows this problem will become worse in the future with the addition of applications to the roadmap.
-Customer service is unable to access all customer order history because it exists across three different systems. Local installations of software prevent lookups in each system and require a single dashboard to display the information.
-A hurricane has been predicted for an upcoming tropical destination. Customers who are impacted by the hurricane either want a refund or want to rebook for another date. A customer does not know their customer number, but provides their name, address, and phone number.
-Margie’s Travel learns that the loyalty program across multiple countries is not a standard industry process and is not a standard feature in Dynamics 365 Finance.
-The project manager does not have a process list to use as a baseline for the project.
-Customers who sign up for add-on Jamaica excursions bring friends who have not signed up ahead of time. The sales representatives record the customer information on paper, take payment, and then enter the information into the system later. The information is frequently inaccurate and creates discrepancies.
-

This Exam Topic does not have a case study.

Testlet 2

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
City Power and Light is a publicly traded electric utility company. The company has a corporate office, four regional field offices, two subsidiary companies that product solar energy, and one wind power subsidiary. City Power and Light has 50 percent ownership in the solar energy company. The company fully owns the wind power company but operates it separately from other businesses.

City Power and Light currently operates with varying integrated legacy systems and has difficulty assembling company financials. Migrating these systems and workloads to a common platform would improve visibility into the business and inform decision making. The company plans to implement Dynamics 365.

Current environment

Legacy systems
-The legacy system does not have audit capability or configurable workflow based on business logic.
-The legacy paper-based purchasing system does not allow parent-child relationships for vendors. Two signatures are required for purchase requisitions.
-Purchase orders are entered into the system manually based on signed purchase requisitions printed to PDF and then emailed to the vendor.
-The legacy procurement system does not have a parent-child relationship for master data management.

Regional offices
-All four regional field offices have both a service division and operations division and share the same tax ID as the parent.
-Each regional office has five trucks used by service technicians to read meters and fix electrical issues.

Financials
-All financials consolidate up to City Power and Light Holding, LLC.
-The finance department employees are currently able to create as well as pay invoices.

Customers
Sales orders from the website are uploaded into the system manually once a day.

International and domestic customers currently post to the same receivable account. At the end of the month, these have to be separated into domestic and international receivable accounts.

Other information
-There are multiple active acquisitions expected during the implementation timeline.
-The item master data for solar panel configurations has multiple variables and variants. As a result, the process for creating quotes and sales orders is extremely complex.

Requirements

General
-Flexible implementation approach to support frequently changing business needs and requirements.
-A phased roll-out is needed due to the complexity of the business.
-Any offsite travel meals submitted on an expense report without corresponding flight and hotel expenses need to be reviewed.
-Ten percent of vendor invoices should be reviewed to ensure they meet company policy.
-Testing of business processes needs to be automated.
-Customer surveys must be sent out after email customer service interactions. Surveys must contain a rating system and a way for customers to add documents.
-Employees require one central tool for internal communication, phone calls, and file sharing.
-Sales representatives need an enterprise quoting tool for solar panel customers.

Technical
-A cloud-based financial and operational system, accessible on mobile devices.
-The ability to keep a legacy meter reading application with the ability to use the data in aggregated operating reports.
-Business processes should be tested with different variables for the same process as part of the testing plan.

Functional
-Establish and document business processes to assist with on-boarding new employees more efficiently.
-Parent-child relationships need to be established for vendors with regional offices. Purchasing locations vary from invoicing locations.
-The ability to create automated wire payments.

Requisitions
-All purchase requisitions over $50 need to be approved by a manager.
-All purchase requisitions over $1,000 require senior manager approval.
-Multiple purchase requisitions to the same vendor should be combined.

Sales
The item master data for solar configurations have multiple variable and variants. This leads to complex quoting and sales orders.

Sales representatives must be able to create automated wire payments.

Issues
-A limited number of users are available for testing.
-User1 reports that the data fields are not saving during formula entry with saved variables functionality in the RSAT tool.
-The purchasing department is seeing duplicate vendor records during data conversion.
-Audit notes from the prior year indicate improvement is needed in roles and responsibilities related to financial management and security roles.
-User2 reports that parts ordered on PO123 were never received and the vendor has said they never received the PO.
-User3 provides feedback that important steps during journal entry are being forgotten and new users need hands-on guidance.
-Service technicians report that they do not always have the appropriate tools or parts with them requiring multiple service calls.
-

Testlet 3

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

Overview
CoHo Vineyard and Winery is based in the United States. The company has a single vineyard. The company distributes full pallets of wine worldwide and sometimes sells wine by using a private label. Grape growing and wine production operations are owned and operated by a third-party company. The company uses bottles, accessories, and other disposables from a company in China.

CoHo Vineyard and Winery opens a second location. This location manages inventory for Wine Club members and includes a wine tasting room. The location also includes a warehouse and distribution center.

The wine club currently has 200 members. The company hopes to increase this number.

The company holds events for club members in the tasting room and ships both full cases and individual bottles to members. The tasting room is not treated as a retail store. All sales to club members only and purchases must be made on-account.

Company structure
The following graphic shows the company structure:
Organization
The current organizational chart and roles are as follows:


Current environment
Coho Vineyard and Winery currently uses manual processes for most of its operations. The company stores names and phone numbers for club members and prospective club members in a Microsoft Excel workbook. The sales team currently tracks club membership in a separate system. Sales team stock awards are granted on a three-year basis. The solution for the sales team cannot be replaced for three years.

-The types of wine, such as cabernet sauvignon and red blends are tracked as separate items. Each item will have a year associated with it, such as Red Blend 2017, 2018, 2019, etc. The items are updated for the year association annually.
-Peak times for order entry could be in the hundreds. This typically happens when first and second shift workers overlap and all users are on the system, as well as orders imported in.
-Packaging materials, bottles, and accessories are received in the warehouse FOB Destination from the manufacturer in China.
-Each retailer has individual item numbers, barcode placement, descriptions and other additions such as pictures and details of the wine year and flavor notes.

CoHo Vineyard and Winery has outgrown their legacy ERP system and plans to implement Dynamics 365 Finance. CoHo wants to use out-of-the-box tools which are linked to the system where possible and not create new tools.

Requirements

Licensing and organization
-Only the President/CEO, CFO, COO, Controller and VP Operations users must be able to access finance and warehouse features.
-Warehouse users must only have access to warehouse function. All other users must have access to finance functions.
-The distribution center must have mobile scanners for the warehouse. The tasting room will not have mobile scanners.
-The inventory cost must be tracked separately by distribution center or tasting room.

Club membership and events
-You must ensure the members created in their existing system are also customers in Dynamics 365 Finance and that the customers do not exist in both systems under multiple record numbers.
-When tasting events are planned, text notifications must be sent out to the club members.
-Text notifications must be sent out to non-club members to encourage the non-members to join the club.
-During tasting events, CoHo will need access to place orders during the event but will not have the need for cash registers.

Warehouse and shipping
-The system must be able to track inventory throughout the whole warehouse process.
-A Certificate of Origin must accompany each shipment.
-Private label items that are shipped to retailers must be stored and costed as a single item number at CoHo.
-The system must be able to compare year-to-year performance of a single wine type.

Implementation
-Business processes must be documented as step-by-step processes and must align with the process flows in a visual format.
-Data will be migrated and is a requirement for order entry.
-Data migration must be completed prior to testing.
-You must track each step of process validation so that the users have ownership for their individual functional areas. The tracking system used should be integrated with the system where possible.

Issues
-Users are struggling to understand the new system’s processes.
-CoHo is concerned that the go-live will may not go smoothly.
-

Testlet 4

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. When you are ready to answer a question, click the Question button to return to the question.

Background
Margie’s Travel company (http://www.margiestravel.com/) provides travel services to consumers. These services include package offers, special deals, and excursion add-ons such as jet ski and horseback rides in Jamaica. Margie’s Travel negotiates rates with multiple vendors and secures bundled pricing for consumers, serving as a travel broker. Margie’s Travel only sells services and does not have any tangible products or merchandise.

Margie’s Travel began in 1994 when Margie, CEO, and president, planned group trips for her friends in the United States (US). As this grew organically, Margie’s created a second company based in Jamaica, followed by the acquisition of a third company in the United Kingdom (UK). The company has grown fast challenging the current systems that support the business model. Margie has determined it is time to implement Dynamics 365 Finance.

Current environment

Application and environment
The current system has the following structure:

-In the US, employees use SoftwareA, accounting software, which is a desktop installation package for small businesses and single users.
-In the UK, employees use SoftwareB, ERP (enterprise resource planning) software installed on local servers. The cost of maintaining SoftwareB licensing is high, and Margie’s Travel has decided against the software and associated overhead costs.
-In Jamaica, employees use SoftwareC, a homegrown application based on spreadsheets. Local sales representatives use pen and paper in the field.
-Margie’s Travel employees use personal email addresses and chat tools and text each other directly due to the lack of corporate tools.
-IT department resources are located in the US and are responsible for management of all software support.
-Margie’s Travel company does not have standardized processes across the organization.
-Each country’s manager is responsible for system downtime. This has proven to be a challenge due to the multiple time zones across the organization and the centralized IT department.

Vendors and purchasing
As customers purchase packages, Margie’s Travel can claim rebates with the providing vendor for every package sold. The rebates are claimed quarterly, and internal workflows have been established for approval prior to vendor submission. The workflows for package offerings eligible for rebates can be complex. User2 has created Visio diagrams for the associated approval processes.

Customer relations
-Customers exist in all three current countries/regions where Margie’s Travel operates.
-Margie’s Travel offers consumers a loyalty program. Consumers can earn points per dollar spent across all in countries in which Margie’s operates. The loyalty program is currently managed by using a spreadsheet.

Requirements

Applications and environment
-All three countries must use Dynamics 365 Finance.
-The system must allow for updates to be applied at the same time as they are periodically released.
-Margie’s Travel requires that the new business processes be standardized and follow industry best practices.
-Margie’s Travel requires implementation of Office 365 and Microsoft Teams to streamline their operations. The IT department will be responsible for troubleshooting these applications, along with Dynamics 365 Finance.
-The infrastructure team must ensure that separate environments are created for development and build, prior to moving to test and eventually gold environments.
-The infrastructure team must move the code for the loyalty program to test environment.
-The CTO has directed the infrastructure team to guarantee they are on the most current version available at the time of go-live.
-The go-live activities must be coordinated across all countries, with data validation planned for each time zone.
-Once user acceptance testing (UAT) has been completed, the project manager must report the number of tenants for production to Microsoft.
-A report must show seasonality and weather patterns so that Margie’s Travel does not offer excursions during timeframes where severe weather is predicted.
-Sales representatives in the field will only be licensed for Microsoft 365 and Microsoft Power Platform.

Vendor negotiations

-Rebates must be consolidated at the vendor level.
-A single claim must be sent to the vendor on a monthly basis for all sales.

Customer relations
-Customers must be identified with the same customer ID across all companies and systems, and automatically update cross-references as new records are created.
-Margie’s Travel wants to enable customer self-service in the future for customers based in the US and UK. This feature is not planned for the initial system rollout; however, the CIO has asked that the roadmap be created for Dynamics 365 Customer Service and Dynamics 365 Commerce applications in the future. In addition, the CIO wants to ensure that the old customer numbers can be matched to a new standardized format.
-New customers in Jamaica must be reviewed and approved due to frequent customer data discrepancies. The sales representatives in the field will enter information that must be routed to validate against existing data.

Issues

Applications and environment
-The IT department needs help troubleshooting post go-live with the least costly solution.
-The CTO has learned that there are updates to globalization features in Dynamics 365 Finance. The IT staff has been tasked with ensuring that they are the first group to receive these updates.
-The company is unable to consolidate financials with the existing systems.
-The current chart of accounts (COA) does not match between the companies. The chart of accounts must have accounts manually mapped monthly because no controls can be enabled through multiple systems.
-The CEO is considering the acquisition of additional companies in the same countries as the current companies. The consolidation structure may change within the first 90 days of go-live. Margie’s does not want to finalize the consolidation structure for a hard-close at month’s end until this has been finalized.
-Due to resource constraints, the IT department only has the capacity to apply service updates to all countries at once, not as individual tasks.
-The IT department has limited knowledge of Microsoft 365, Microsoft Teams, and Dynamics 365 Finance. The IT department will be unable to support the applications. The CTO must determine the strategy for managing the support-related risk.
-The IT department has decided not to code for globalization issues because they are in an upcoming service update. They are closing in on go-live and need to make sure that the updates are applied in time.
-A mock cutover was conducted. It was unsuccessful due to lack of coordination across the countries. The lack of success created timing issues with data uploads from centralized IT and validation at the country level. User1 must use a standard template to prevent the mock cutover issue happening at go-live.

Vendor negotiations
-The rebates cannot be claimed because disparate systems today do not allow for consolidation to ensure that thresholds are met to claim rebates.
-The accounts receivable and accounts payable departments are unclear about the workflows associated with the rebate process. User2 must ensure that representatives from each department validate that they have tested their respective steps in the overall process. Testing feedback must be communicated to User2.

Customer relations
-Customers are frustrated because while there is an expectation of white-glove service, customer number and other lookup information is not available in all countries. A customer travelling from the US to the UK must provide multiple pieces of information for them to be re-entered into the country-specific software system. The CIO knows this problem will become worse in the future with the addition of applications to the roadmap.
-Customer service is unable to access all customer order history because it exists across three different systems. Local installations of software prevent lookups in each system and require a single dashboard to display the information.
-A hurricane has been predicted for an upcoming tropical destination. Customers who are impacted by the hurricane either want a refund or want to rebook for another date. A customer does not know their customer number, but provides their name, address, and phone number.
-Margie’s Travel learns that the loyalty program across multiple countries is not a standard industry process and is not a standard feature in Dynamics 365 Finance.
-The project manager does not have a process list to use as a baseline for the project.
-Customers who sign up for add-on Jamaica excursions bring friends who have not signed up ahead of time. The sales representatives record the customer information on paper, take payment, and then enter the information into the system later. The information is frequently inaccurate and creates discrepancies.
-

This Exam Topic does not have a case study.

Testlet 2

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

Overview
CoHo Vineyard and Winery is based in the United States. The company has a single vineyard. The company distributes full pallets of wine worldwide and sometimes sells wine by using a private label. Grape growing and wine production operations are owned and operated by a third-party company. The company uses bottles, accessories, and other disposables from a company in China.

CoHo Vineyard and Winery opens a second location. This location manages inventory for Wine Club members and includes a wine tasting room. The location also includes a warehouse and distribution center.

The wine club currently has 200 members. The company hopes to increase this number.

The company holds events for club members in the tasting room and ships both full cases and individual bottles to members. The tasting room is not treated as a retail store. All sales to club members only and purchases must be made on-account.

Company structure
The following graphic shows the company structure:
Organization
The current organizational chart and roles are as follows:


Current environment
Coho Vineyard and Winery currently uses manual processes for most of its operations. The company stores names and phone numbers for club members and prospective club members in a Microsoft Excel workbook. The sales team currently tracks club membership in a separate system. Sales team stock awards are granted on a three-year basis. The solution for the sales team cannot be replaced for three years.

-The types of wine, such as cabernet sauvignon and red blends are tracked as separate items. Each item will have a year associated with it, such as Red Blend 2017, 2018, 2019, etc. The items are updated for the year association annually.
-Peak times for order entry could be in the hundreds. This typically happens when first and second shift workers overlap and all users are on the system, as well as orders imported in.
-Packaging materials, bottles, and accessories are received in the warehouse FOB Destination from the manufacturer in China.
-Each retailer has individual item numbers, barcode placement, descriptions and other additions such as pictures and details of the wine year and flavor notes.

CoHo Vineyard and Winery has outgrown their legacy ERP system and plans to implement Dynamics 365 Finance. CoHo wants to use out-of-the-box tools which are linked to the system where possible and not create new tools.

Requirements

Licensing and organization
-Only the President/CEO, CFO, COO, Controller and VP Operations users must be able to access finance and warehouse features.
-Warehouse users must only have access to warehouse function. All other users must have access to finance functions.
-The distribution center must have mobile scanners for the warehouse. The tasting room will not have mobile scanners.
-The inventory cost must be tracked separately by distribution center or tasting room.

Club membership and events
-You must ensure the members created in their existing system are also customers in Dynamics 365 Finance and that the customers do not exist in both systems under multiple record numbers.
-When tasting events are planned, text notifications must be sent out to the club members.
-Text notifications must be sent out to non-club members to encourage the non-members to join the club.
-During tasting events, CoHo will need access to place orders during the event but will not have the need for cash registers.

Warehouse and shipping
-The system must be able to track inventory throughout the whole warehouse process.
-A Certificate of Origin must accompany each shipment.
-Private label items that are shipped to retailers must be stored and costed as a single item number at CoHo.
-The system must be able to compare year-to-year performance of a single wine type.

Implementation
-Business processes must be documented as step-by-step processes and must align with the process flows in a visual format.
-Data will be migrated and is a requirement for order entry.
-Data migration must be completed prior to testing.
-You must track each step of process validation so that the users have ownership for their individual functional areas. The tracking system used should be integrated with the system where possible.

Issues
-Users are struggling to understand the new system’s processes.
-CoHo is concerned that the go-live will may not go smoothly.
-

Testlet 3

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. When you are ready to answer a question, click the Question button to return to the question.

Background
Margie’s Travel company (http://www.margiestravel.com/) provides travel services to consumers. These services include package offers, special deals, and excursion add-ons such as jet ski and horseback rides in Jamaica. Margie’s Travel negotiates rates with multiple vendors and secures bundled pricing for consumers, serving as a travel broker. Margie’s Travel only sells services and does not have any tangible products or merchandise.

Margie’s Travel began in 1994 when Margie, CEO, and president, planned group trips for her friends in the United States (US). As this grew organically, Margie’s created a second company based in Jamaica, followed by the acquisition of a third company in the United Kingdom (UK). The company has grown fast challenging the current systems that support the business model. Margie has determined it is time to implement Dynamics 365 Finance.

Current environment

Application and environment
The current system has the following structure:

-In the US, employees use SoftwareA, accounting software, which is a desktop installation package for small businesses and single users.
-In the UK, employees use SoftwareB, ERP (enterprise resource planning) software installed on local servers. The cost of maintaining SoftwareB licensing is high, and Margie’s Travel has decided against the software and associated overhead costs.
-In Jamaica, employees use SoftwareC, a homegrown application based on spreadsheets. Local sales representatives use pen and paper in the field.
-Margie’s Travel employees use personal email addresses and chat tools and text each other directly due to the lack of corporate tools.
-IT department resources are located in the US and are responsible for management of all software support.
-Margie’s Travel company does not have standardized processes across the organization.
-Each country’s manager is responsible for system downtime. This has proven to be a challenge due to the multiple time zones across the organization and the centralized IT department.

Vendors and purchasing
As customers purchase packages, Margie’s Travel can claim rebates with the providing vendor for every package sold. The rebates are claimed quarterly, and internal workflows have been established for approval prior to vendor submission. The workflows for package offerings eligible for rebates can be complex. User2 has created Visio diagrams for the associated approval processes.

Customer relations
-Customers exist in all three current countries/regions where Margie’s Travel operates.
-Margie’s Travel offers consumers a loyalty program. Consumers can earn points per dollar spent across all in countries in which Margie’s operates. The loyalty program is currently managed by using a spreadsheet.

Requirements

Applications and environment
-All three countries must use Dynamics 365 Finance.
-The system must allow for updates to be applied at the same time as they are periodically released.
-Margie’s Travel requires that the new business processes be standardized and follow industry best practices.
-Margie’s Travel requires implementation of Office 365 and Microsoft Teams to streamline their operations. The IT department will be responsible for troubleshooting these applications, along with Dynamics 365 Finance.
-The infrastructure team must ensure that separate environments are created for development and build, prior to moving to test and eventually gold environments.
-The infrastructure team must move the code for the loyalty program to test environment.
-The CTO has directed the infrastructure team to guarantee they are on the most current version available at the time of go-live.
-The go-live activities must be coordinated across all countries, with data validation planned for each time zone.
-Once user acceptance testing (UAT) has been completed, the project manager must report the number of tenants for production to Microsoft.
-A report must show seasonality and weather patterns so that Margie’s Travel does not offer excursions during timeframes where severe weather is predicted.
-Sales representatives in the field will only be licensed for Microsoft 365 and Microsoft Power Platform.

Vendor negotiations

-Rebates must be consolidated at the vendor level.
-A single claim must be sent to the vendor on a monthly basis for all sales.

Customer relations
-Customers must be identified with the same customer ID across all companies and systems, and automatically update cross-references as new records are created.
-Margie’s Travel wants to enable customer self-service in the future for customers based in the US and UK. This feature is not planned for the initial system rollout; however, the CIO has asked that the roadmap be created for Dynamics 365 Customer Service and Dynamics 365 Commerce applications in the future. In addition, the CIO wants to ensure that the old customer numbers can be matched to a new standardized format.
-New customers in Jamaica must be reviewed and approved due to frequent customer data discrepancies. The sales representatives in the field will enter information that must be routed to validate against existing data.

Issues

Applications and environment
-The IT department needs help troubleshooting post go-live with the least costly solution.
-The CTO has learned that there are updates to globalization features in Dynamics 365 Finance. The IT staff has been tasked with ensuring that they are the first group to receive these updates.
-The company is unable to consolidate financials with the existing systems.
-The current chart of accounts (COA) does not match between the companies. The chart of accounts must have accounts manually mapped monthly because no controls can be enabled through multiple systems.
-The CEO is considering the acquisition of additional companies in the same countries as the current companies. The consolidation structure may change within the first 90 days of go-live. Margie’s does not want to finalize the consolidation structure for a hard-close at month’s end until this has been finalized.
-Due to resource constraints, the IT department only has the capacity to apply service updates to all countries at once, not as individual tasks.
-The IT department has limited knowledge of Microsoft 365, Microsoft Teams, and Dynamics 365 Finance. The IT department will be unable to support the applications. The CTO must determine the strategy for managing the support-related risk.
-The IT department has decided not to code for globalization issues because they are in an upcoming service update. They are closing in on go-live and need to make sure that the updates are applied in time.
-A mock cutover was conducted. It was unsuccessful due to lack of coordination across the countries. The lack of success created timing issues with data uploads from centralized IT and validation at the country level. User1 must use a standard template to prevent the mock cutover issue happening at go-live.

Vendor negotiations
-The rebates cannot be claimed because disparate systems today do not allow for consolidation to ensure that thresholds are met to claim rebates.
-The accounts receivable and accounts payable departments are unclear about the workflows associated with the rebate process. User2 must ensure that representatives from each department validate that they have tested their respective steps in the overall process. Testing feedback must be communicated to User2.

Customer relations
-Customers are frustrated because while there is an expectation of white-glove service, customer number and other lookup information is not available in all countries. A customer travelling from the US to the UK must provide multiple pieces of information for them to be re-entered into the country-specific software system. The CIO knows this problem will become worse in the future with the addition of applications to the roadmap.
-Customer service is unable to access all customer order history because it exists across three different systems. Local installations of software prevent lookups in each system and require a single dashboard to display the information.
-A hurricane has been predicted for an upcoming tropical destination. Customers who are impacted by the hurricane either want a refund or want to rebook for another date. A customer does not know their customer number, but provides their name, address, and phone number.
-Margie’s Travel learns that the loyalty program across multiple countries is not a standard industry process and is not a standard feature in Dynamics 365 Finance.
-The project manager does not have a process list to use as a baseline for the project.
-Customers who sign up for add-on Jamaica excursions bring friends who have not signed up ahead of time. The sales representatives record the customer information on paper, take payment, and then enter the information into the system later. The information is frequently inaccurate and creates discrepancies.
-

This Exam Topic does not have a case study.

Testlet 2

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
City Power and Light is a publicly traded electric utility company. The company has a corporate office, four regional field offices, two subsidiary companies that product solar energy, and one wind power subsidiary. City Power and Light has 50 percent ownership in the solar energy company. The company fully owns the wind power company but operates it separately from other businesses.

City Power and Light currently operates with varying integrated legacy systems and has difficulty assembling company financials. Migrating these systems and workloads to a common platform would improve visibility into the business and inform decision making. The company plans to implement Dynamics 365.

Current environment

Legacy systems
-The legacy system does not have audit capability or configurable workflow based on business logic.
-The legacy paper-based purchasing system does not allow parent-child relationships for vendors. Two signatures are required for purchase requisitions.
-Purchase orders are entered into the system manually based on signed purchase requisitions printed to PDF and then emailed to the vendor.
-The legacy procurement system does not have a parent-child relationship for master data management.

Regional offices
-All four regional field offices have both a service division and operations division and share the same tax ID as the parent.
-Each regional office has five trucks used by service technicians to read meters and fix electrical issues.

Financials
-All financials consolidate up to City Power and Light Holding, LLC.
-The finance department employees are currently able to create as well as pay invoices.

Customers
Sales orders from the website are uploaded into the system manually once a day.

International and domestic customers currently post to the same receivable account. At the end of the month, these have to be separated into domestic and international receivable accounts.

Other information
-There are multiple active acquisitions expected during the implementation timeline.
-The item master data for solar panel configurations has multiple variables and variants. As a result, the process for creating quotes and sales orders is extremely complex.

Requirements

General
-Flexible implementation approach to support frequently changing business needs and requirements.
-A phased roll-out is needed due to the complexity of the business.
-Any offsite travel meals submitted on an expense report without corresponding flight and hotel expenses need to be reviewed.
-Ten percent of vendor invoices should be reviewed to ensure they meet company policy.
-Testing of business processes needs to be automated.
-Customer surveys must be sent out after email customer service interactions. Surveys must contain a rating system and a way for customers to add documents.
-Employees require one central tool for internal communication, phone calls, and file sharing.
-Sales representatives need an enterprise quoting tool for solar panel customers.

Technical
-A cloud-based financial and operational system, accessible on mobile devices.
-The ability to keep a legacy meter reading application with the ability to use the data in aggregated operating reports.
-Business processes should be tested with different variables for the same process as part of the testing plan.

Functional
-Establish and document business processes to assist with on-boarding new employees more efficiently.
-Parent-child relationships need to be established for vendors with regional offices. Purchasing locations vary from invoicing locations.
-The ability to create automated wire payments.

Requisitions
-All purchase requisitions over $50 need to be approved by a manager.
-All purchase requisitions over $1,000 require senior manager approval.
-Multiple purchase requisitions to the same vendor should be combined.

Sales
The item master data for solar configurations have multiple variable and variants. This leads to complex quoting and sales orders.

Sales representatives must be able to create automated wire payments.

Issues
-A limited number of users are available for testing.
-User1 reports that the data fields are not saving during formula entry with saved variables functionality in the RSAT tool.
-The purchasing department is seeing duplicate vendor records during data conversion.
-Audit notes from the prior year indicate improvement is needed in roles and responsibilities related to financial management and security roles.
-User2 reports that parts ordered on PO123 were never received and the vendor has said they never received the PO.
-User3 provides feedback that important steps during journal entry are being forgotten and new users need hands-on guidance.
-Service technicians report that they do not always have the appropriate tools or parts with them requiring multiple service calls.
-

Testlet 3

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

Overview
CoHo Vineyard and Winery is based in the United States. The company has a single vineyard. The company distributes full pallets of wine worldwide and sometimes sells wine by using a private label. Grape growing and wine production operations are owned and operated by a third-party company. The company uses bottles, accessories, and other disposables from a company in China.

CoHo Vineyard and Winery opens a second location. This location manages inventory for Wine Club members and includes a wine tasting room. The location also includes a warehouse and distribution center.

The wine club currently has 200 members. The company hopes to increase this number.

The company holds events for club members in the tasting room and ships both full cases and individual bottles to members. The tasting room is not treated as a retail store. All sales to club members only and purchases must be made on-account.

Company structure
The following graphic shows the company structure:
Organization
The current organizational chart and roles are as follows:


Current environment
Coho Vineyard and Winery currently uses manual processes for most of its operations. The company stores names and phone numbers for club members and prospective club members in a Microsoft Excel workbook. The sales team currently tracks club membership in a separate system. Sales team stock awards are granted on a three-year basis. The solution for the sales team cannot be replaced for three years.

-The types of wine, such as cabernet sauvignon and red blends are tracked as separate items. Each item will have a year associated with it, such as Red Blend 2017, 2018, 2019, etc. The items are updated for the year association annually.
-Peak times for order entry could be in the hundreds. This typically happens when first and second shift workers overlap and all users are on the system, as well as orders imported in.
-Packaging materials, bottles, and accessories are received in the warehouse FOB Destination from the manufacturer in China.
-Each retailer has individual item numbers, barcode placement, descriptions and other additions such as pictures and details of the wine year and flavor notes.

CoHo Vineyard and Winery has outgrown their legacy ERP system and plans to implement Dynamics 365 Finance. CoHo wants to use out-of-the-box tools which are linked to the system where possible and not create new tools.

Requirements

Licensing and organization
-Only the President/CEO, CFO, COO, Controller and VP Operations users must be able to access finance and warehouse features.
-Warehouse users must only have access to warehouse function. All other users must have access to finance functions.
-The distribution center must have mobile scanners for the warehouse. The tasting room will not have mobile scanners.
-The inventory cost must be tracked separately by distribution center or tasting room.

Club membership and events
-You must ensure the members created in their existing system are also customers in Dynamics 365 Finance and that the customers do not exist in both systems under multiple record numbers.
-When tasting events are planned, text notifications must be sent out to the club members.
-Text notifications must be sent out to non-club members to encourage the non-members to join the club.
-During tasting events, CoHo will need access to place orders during the event but will not have the need for cash registers.

Warehouse and shipping
-The system must be able to track inventory throughout the whole warehouse process.
-A Certificate of Origin must accompany each shipment.
-Private label items that are shipped to retailers must be stored and costed as a single item number at CoHo.
-The system must be able to compare year-to-year performance of a single wine type.

Implementation
-Business processes must be documented as step-by-step processes and must align with the process flows in a visual format.
-Data will be migrated and is a requirement for order entry.
-Data migration must be completed prior to testing.
-You must track each step of process validation so that the users have ownership for their individual functional areas. The tracking system used should be integrated with the system where possible.

Issues
-Users are struggling to understand the new system’s processes.
-CoHo is concerned that the go-live will may not go smoothly.
-