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SAP Business One Application

146 Posts

In the past six months, my friend based on the current cloud environment to prepare document, configure the company, etc...


But the B1 cloud administrator guide is not detail, not enough, not clear.


Also the SAP support is not enough.


My friend is facing the following problems

1.The mobile apps still not configure successfully. He ask few question, SAP support reply or ask 1 question, progress is slow.

2.The certificate will be expired but no software can update the certificate. He need reinstall whole environment when the certificate expired.

3. Extension is not work, no source, no idea. If have the sample source to connect the SQL server or any connection, that can improve his progress.

4. On premise add-on (XL reporter) cannot run or support on cloud. The reply is, use sap hana which has analysis tools or use crystal report but have limitation.


Anyone who have any problems or solutions, would you mind to share to improve the setup, configuration,implementation?




Hi experts,


one of my customers is using continuous stock with moving average method at warehouse level.

the stock open balances were registered in january with many errors in quantities and values.

Now they want to correct those values.

we try to use revaluation function, but it seems not useful due it consider always the current stock.


if we use good receipts, we can increas quantities and value but we change the item cost too.

if we use good issues, we can reduce quantities but the value depends on the current cost.


can you help me?


In this video, Aether Consulting Senior Implementation Consultant Ellen Maier shows us the capability of SAP Business One for companies that need to break out their financials by company/division/branch and just as easily view them at a consolidated level in a single database.  Ellen provides implementation tips by diving into the application to show segmented chart of accounts, cost centers, and branches in SAP Business One 9.1.


Link to video:  https://youtu.be/Og731bL4qAA


You can also run multiple companies in SAP Business One, which would have a separate database for each company.  Then you would use other methods to consolidate the companies into a single financial statement.  But this presentation focuses only on financial setup options when using a single database.


Business Scenario

- For companies that purchased SAP Business One but have not implemented yet
- The business has multiple companies/divisions/branches that you need to manage financially in the software and want to do so in one database
- The business wants to produce consolidated financial statements
- The business wants to drill into the detail of revenues and expenses by branch, division, and department


Segmented Chart of Accounts

- Determine account segments based on business processes and financial reporting needs

- Use the 4 default account segments, or define up to 10

- Segments can represent divisions, departments, regions, lines of business, entities, branches etc.

- Once created, you cannot change the length or type of a segment later on


Cost Centers

-  Prevalent financial method used in Europe

-  Reduces the number of general ledger accounts that need to be maintained

-  Use dimensions to group cost centers together

-  Use distribution rules to allocate direct and indirect costs and revenues to cost centers



-  Create sales and purchasing transaction for a dedicated branch

-  Reporting by branch, e.g. profit and loss statement per branch

-  Warehouse management per branch

-  Restrict usage of business partners by branch

-  All financial transactions will be separated by branches



SAP Business One brings incredible power and flexibility to companies that need to easily break out their financials by company/division/branch, etc., and just as easily view them at a consolidated level. About Aether Consulting:  Aether is an SAP Business One value-added reseller in Goodrich, Michigan.  We sell, install, implement, train and support our customers on SAP Business One.

Kennedy T

SAP Business One  9.2 PL 02

Posted by Kennedy T Apr 17, 2016

Hi All,



SAP Business One 9.2 PL02 is available for download...

Check with the following notes

2239680 - Overview Note for SAP Business One 9.2 PL02




Hello !  I wanted to know who publishes for SAP Business One the national level tax report formats  ( like Excise, Service Tax) and state level tax report formats (like VAT, Professional Tax) if there is a change made by the government. Is it the scope of SAP proper or that of the SAP authorized partners.

Those having tried the Fiori cockpit on touch devices may have noticed that the hover tips with numbers on graphs are not showing up, as they should (like in the following screenshot):




The reason for this is that Chrome (actually webkit) identifies the touch device and disables certain features it considers not relevant for touch devices. Those hover tips being one of the disabled features.


To make them work again, you can tell Chrome to not send the touchscreen flag to web servers. To do so, open: chrome://flags in your browser, and look for the "Enable touch events" configuration and set it to "Disabled".




Then restart your SAP Business One client, and voila, now the hover tips show up correctly!







Andy Grootens

DIC R2.0 for SAP 9.x

Posted by Andy Grootens Mar 23, 2016

Hello everyone,


Some time ago I came across the DI commander Get Your Kicks with DI Commander | SCN and later the DI Commander 2.0 - The New Generation Scripting... | SCN

both great work from Henry Nordtstrm. Later I did find a version for SAP 9.x on this SCN, but I have lost track of the original post. Since other users are asking for it, I thought to share it here. I have nothing to do with the development of this awsome tool, just sharing it. Use the above links for detailed information.



Andy Grootens



EDIT; I forgot it is not possible to share zip files on SCN, so here's the dropbox link:


Dropbox - B1TCH SAP 900.zip

Hi All,


I just want to share that we can change the Address Format as per our requirement because so many people are facing issues when generating report. They get as In for India and client want to have full name and user were not aware on how to change that format code to descriptive


SAP Business One enables you to form the address layout and components as required for your business.


In the Address Formats – Setup window (Administration -> Setup ->  Business Partners), you can create multiple address formats:



Drag the required address components to the left, use the arrows to set the sequence of the components, assign the relevant formatting to the text using the radio buttons.


To display country in full description instead of just code (Ex India instead of IN), Select country and click on description from right bottom window screen.


We can also preview our address format in the text box on the left of the window.



Harshal Makwana

Hi everyone.


I need some help with a report called in spanish "Informe operaciones num. serie".


I want to create this report in SQL Server but i dont find the logic between tables, and the virtual tables dont help a lot to my cause.


Could someone help me with the sintaxis of this report please. All that i wanto to know all the moves of all the serial numbers including the field "Sentido" (Entrada, Salida, Asignación, etc.)



The report in Sap Business One is the following:

imagen de reporte de inventarios.PNG

Hi all,


We are glad to announce the new SAP Business One Note Search. This new application is available under the "Get Support" tab.

With this newly refreshed application, you will enjoy a clean and intuitive user interface, as well as advanced filter options.

Check the video How to work with SAP Note search.


Associated with a better search UI for SAP notes, we also implemented an end-to-end lifecycle as well as executed an intensive clean-up of existing notes. Through archiving notes which are not relevant for the current installed base anymore, we have reduced the number of released SBO* notes by more than 50%.


As notes are the most important and central instrument in the lifecycle management of SAP Business One, we set the following objectives:           

  • Avoid waste caused by irrelevant SAP notes (spoiling search results, provoke useless accesses, and the use in customer incidents)
  • Significantly reduce the number of notes released to external an increase the quality of the published material
  • Simplify information search for SAP partners and customers, and SAP consultants via SAP notes
  • Lower the total costs in areas of implementation, operation, support, and maintenance


We are constantly working on optimizing the SAP notes knowledge base for you, archiving remaining out-of-date notes and reviewing/improving all other notes (metadata such as validity, clarity, etc.). Besides we will also simplify the note categories shortly.


I'll update you another time on some more details.

Best, Peter


SAP Business One 9.1 has enhanced the email functionality with more options for sending documents like invoices to customers and other business partners.  Aether Consulting implementation consultant, Laurie Michael has provided instructions for setting up the email functionality and executing a scenario of sending invoices through the system.  Send documents either individually, or in bulk.  You can also add default email subject lines and body text to speed up the processing of emails.


Read the full blog article at



Aether Consulting is an SAP Business One reseller partner in Michigan.

Hi everyone,


My name is Andy and I wanted to tell you about the vlogs I create for SAP users. The vlogs are about functions in SAP and are beginners to intermediate level. As we are focusing on customers in The Netherlands the vlogs are in Dutch. You can find them on www.youtube.com/AsecomNL


Cheers and have fun!


Andy Grootens

Asecom Nederland BV

Join this conversation on LinkedIn with this link!

The term ‘horseless carriage’ is a pejorative for any construction that’s an obvious misapplication of technology.  It implies tunnel vision, unimaginativeness, a failure to grasp something’s potential.  Everyone knows it’s wrong – that’s why we have the metaphor in the first place.  Yet many businesses do the exact same thing with their technology systems.  They are acquiring and implementing technology in a way that prevents them from using most of that technology’s power.  Why do global corporations continue to build these horseless carriages?

To understand why, let’s take a look at the metaphor we began this post with.  Cars have changed more in their first 30 years than in all the years since.  The first horseless carriages had wooden wheels, open cabins, umbrella roofs, steering tillers, and the drag coefficient of Mount Rushmore.  30 years later, they had pneumatic tires, enclosed cabins, steering wheels, and streamlined bodies – all the characteristics of a modern car.  All of these features were technically possible in 1900, but they were unnecessary – until motors changed.

Early cars looked like carriages because early automakers assumed that the value of their invention was the ability to do away with the horse.  They assumed the future would be a slightly-better version of the present.  As motors rapidly improved, it became apparent that this view was mistaken.  The real value of the automobile was that it allowed people goods to go anywhere ten times faster than what was once possible.  Carriages turned into cars because all the carriage features were preventing the car from going fast.  If you install a modern motor on a horseless carriage, you won’t be able to use most of the power of your expensive new upgrade.

When it comes to information technology, an alarming number of businesses make the exact same mistake.  When they are considering a technology purchase, they assume that the value of information technology is that it allows a particular silo or department to function a little better than it does right now.  They make their choice based on which particular application seems best for a particular task.  What’s wrong with incremental improvement?  Nothing – but it distracts businesses from pursuing a much more worthwhile goal: to enable all data to move instantly and automatically to anywhere it is needed in the organization.  The goal should be a system that creates huge efficiency gains and enables powerful new business processes.  The goal should be to have a car instead of a horseless carriage.

The people who are making this mistake aren’t doing so because they are dumb or lazy.  They’re making it because the cost of upgrading to an integrated system are clear and the benefits are not.  If you’re approaching the problem from a horseless carriage perspective, the total value of an upgrade is the sum of the incremental improvements.  Integrated technology doesn’t work like that because the performance gains aren’t linear.  Two integrated systems won’t perform much better than two separate systems, but ten integrated systems will leave ten separate systems in the dust.  Because integrated technology creates capabilities most businesses have never possessed, it’s hard for these businesses to understand what they’re missing out on.

Suppose a business has a sales/distribution solution and a production planning system.  Separate, they are of marginal benefit to the company.  But when linked together, the production planning system can see the conversion rate and number of leads in the sales funnel, and scale up or down accordingly.  If they were separate, that capability wouldn’t be possible.  Now add in a materials management system.  Not only can the business accurately forecast demand, it can use that information to operate a just-in-time supply chain.  That eliminates the need to have warehouses for finished units and inputs.  Raw materials come straight in one end of the plant, and finished units go straight out to their buyers.  Together, these systems give their business capabilities that would be impossible if the systems were separate.

Linked technology systems are the equivalent of cars.  With every feature structured around the goal of getting information to where it’s needed automatically and instantly, businesses can make huge gains in efficiency and offer an unprecedented level of service.  So why do good companies end up with horseless carriages?  This mistake can be made in one of two ways, from the top down or from the bottom up.  In a bottom up scenario, a company’s different departments and processes are each responsible for choosing their own technology.  Sales chooses its own order processing package, manufacturing (and sometimes even individual plants!) choose production planning, and so on.  The system ends up like this:

This technology ‘system’ isn’t a system at all.  It’s just a bunch of mismatched products from a bunch of different manufacturers that, while well-suited to their particular functions, don’t generate any larger synergies.  This horseless carriage will drag down the company’s efficiency for as long as it is in place.  Even worse, no department has any incentive to change.  Who wants to pay to make a changethat will mostly benefit other units?

The second way companies can wind up with a horseless carriage is from the top down.  The top-down scenario usually follows the bottom-up scenario.  A salesman meets with the CEO, correctly diagnoses the problem as a bunch of incompatible systems, and sells him a huge, integrated solution like SAP on the golf course.  The CEO hands down a decree to all his department heads that the company is moving to SAP and that they need to come up with a plan to accomplish this in three years.  So far, so good.  But all the department heads interpret that to mean “Come up with a plan to keep doing what you’ve always done, except on SAP.”  They configure their expensive new purchase around their silo’s existing processes.  Now their system looks like this:

Even the best packages don’t generate any synergies if they aren’t configured to work together and the business processes aren’t adjusted accordingly.  Once again, the company ends up with a bunch of incompatible systems, except more expensive and without the nice features of the systems they replaced.

How can this horseless carriage problem be solved?  A company needs to do several things to truly harness the power of technology.  First, the organization needs to have a clear vision for the future.  The entire organization needs to understand that the goal of the IT system is to move information smoothly and instantaneously to wherever it’s needed.  Everyone should understand that the new system will generate local inconveniences, but these will be outweighed by big gains in speed and efficiency across the enterprise.

Next, the company should put a group in charge of managing the transition.  This group should contain a mixture of business process and technology experts.  The group’s eventual goal is to integrate the entire company into a single technology system, and it should create a set of standards and practices for everyone to follow.  For example, there should be a single source of truth for all objects and tables in the company.  Each object should have a single owner.  There should be no unnecessary customization.  While the group should be as accommodating as possible to the needs of the business units, it cannot compromise its primary goal of integrating all of the company’s technology.

The last bit of advice is to integrate bit by bit.  Don’t try to do it all in three years.  For one thing, you’ll never succeed.  That’s far too much for a single group to manage, and you’ll just end up with the top-down failure scenario.  Instead, pick a couple groups who have a lot to gain from integrating.  If possible, use volunteers.  Integrate these groups.  Gain some expertise.  Put a win on the board so you can show the other units the good results your test subjects got.  Once everything is stable, integrate a third group.  Then a fourth.  As you start adding more units, you’ll start to get exponential gains.  That will make it a much easier sell to the rest of the organization, and that will make it easier for you to reach your final goal – a system that looks like this:

To avoid building a horseless carriage, you have to view your technology as a single system rather than a collection of parts.   By setting the goal of enabling all the information in your company to move to where it’s needed, you can fully capitalize on the potential of IT.  Remember, capabilities create possibilities.  The more you can streamline your information flows, the more you’ll be able to create new efficiencies and innovative services.

TL;DR:  Make a plan for your whole company’s technology system.  Build an integrated system, not a collection of separate parts.  Establish a team to lead the transition, and make the transition gradually.

Harrison Holland and Thomas Mitchell, 2016 Big Concepts

Introduction: This post was originally created on LinkedIn, as it has more to do with entrepreneurship than it does the specific nuances of running SAP BusinessOne.  However, more and more of our customers are facing the same challenge: SAP BusinessOne is the best and cheapest solution on the market for a small growing company.  But nobody can afford the consulting fees.  We're dedicating a large amount of our time to solving that problem, and in doing so, helping growing companies understand the challenges that lie ahead.  Most of which are not technology based.  However, as my colleague says: "Capabilities Create Possibilities".  We are entering a new age.  One in which technology will no longer be a liability on the balance sheet.  Modern companies realize that technology provides exponential growth and scale - but only when done correctly.  Without further rambling, here is the post:

As an entrepreneur, the most important transition in a successful business isn’t obvious.  It isn’t when you sell your first product, or your first million products, or even when you sell the whole company.  It’s not when you hire your first employee, or even when you start delegating tasks.  The most important point is when you start delegating decisions.

Why is this particular point so significant?  After all, it’s just a procedural thing with no direct impact on the P&L.  The reason delegating decisions is most important is because the goal of every entrepreneur should be to build a business that can function without them.  In part, this is just good business sense – you need the company to function without you if you plan to sell it, and even if you want to hold onto ownership, you’re going to want to retire at some point.  But the main reason is that if you don’t, you’re putting an artificial cap on how big your business can grow.  Any entrepreneur will tell you that time and attention are your most scarce resources.  They’ll also tell you that to make good decisions on any topic, you need to have an intimate understanding of the situation.  If you are making all the important decisions yourself, your only options are to make your business small enough that you can keep track of everything yourself – or to make a lot of uninformed decisions.

Practical considerations aside, building an organization that can function without you is the truest test of business skill.  Delegating tasks doesn’t demonstrate much.  It’s a slightly more efficient way of doing what you’ve always done.  Delegating decisions is different.  It proves you have the insight to design an effective organizational structure, the perceptiveness to identify talent, and the humility to admit that you’re not the best person to do every job.  When you start out, your customers are hiring you, but as long as that’s the case, you’re just a glorified freelancer with some hired help.  When you’ve mastered all the skills of enterprise-building, your customers aren’t hiring you – they’re hiring your company.

There’s nothing easy about giving up control.  Your team make mistakes while they’re learning, especially at first.  And even complete success is bittersweet.  If you do it right the enterprise into which you’ve poured your heart and soul won’t need you around anymore.  Still, every company has to leave the nest someday.  By mastering the nuances of effective delegation, you’re priming your company to be the biggest success it can be.

Harrison Holland and Thomas Mitchell, 2016 Big Concepts

Andy Grootens

Canceling a payment run

Posted by Andy Grootens Feb 24, 2016

In the past it was very devious when you executed a payment run where unfortunately an error slipped in, to cancel all payments in this run. Since version 9.1 this has been solved with a possiblity to cancel a payment run with one click so all underlaying payments are also cancelled. In this vlog (as always in Dutch) I show you how to do this. You can view it on our youtube channel: SAP Business One - Storneren van een betalingsrun - Asecom Vlog #3 - YouTube


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