Use this session to view the documents linked to a sales contract. You can view these documents only when a sales order line or a sales schedule line is linked to a sales contract line.

Note: 

• You can view this session only if the Contracts check box is selected in the Sales Parameters (tdsls0100s000) session.
• You can use the Linked Document option from the References menu to view the details of a specific linked document.

Field Information

Contract: The code of the sales contract.

Description: The description of the sales contract

Line: The sequence number of the sales contract line.

Sales Office: The code of the sales office.

Description: The description of the Sales Office

Linked Document: The document type that is linked to the sales contract line.

Note: This field can be set to Sales Order Line or Sales Schedule Line only.

Linked Document Company: The company in which the document is linked to the sales contract line.

Linked Document: The code of the document that is linked to the sales contract line.

Note: 

• The code of the sales order is defaulted from the Order Line field in Sales Order Lines (tdsls4101m000) session.
• The code of the sales schedule is defaulted from the Schedule field in the Sales Schedule Lines (tdsls3107m000) session.

Linked Document Reference: The reference number of the linked document.

Note: 

• The line number of the sales order line is defaulted from the Line field in the Sales Order Lines (tdsls4101m000) session.
• The line number of the sales schedule line is defaulted from the Line field in the Sales Schedule Lines (tdsls3107m000) session.

Link Sequence: The sequence number of the linked document.

This enhancement improved the subfile utilized in MRP320D Master Schedule Detail Inquiry -SCR001 by expanding the subfile with data rather than clearing the subfile as user pages. This change provides full support for the WebTop 4.8 Grid decorator.  To implement this enhancement, request and apply MR 81428

For project pegged production orders, operations can be subcontracted. The material delivered to the subcontractor can be project pegged or anonymous. The subassemblies sent and retrieved are always project pegged. Costing breaks can be applied to direct the costs of the subcontracted operation to a specific project cost account. If (production material) costing breaks are used, a purchase order line's peg can differ from the peg on the material supply line.

For product subcontracting, the subcontracted purchase orders can include materials that inherit the project pegs or can include anonymous materials. The pegged materials are stored in inventory and are shipped to the subcontractor with project pegged orders.

In case of a project pegged order, a peg distribution is linked to the Purchase Order Material Supply Line in the...

In a recent study on employee training and trends in manufacturing, the following results were obtained:

1. Improved Learning Retention: People retain about 80% of what they see and do, compared to only 20% of what they read. This makes VWIs, which combine visuals and hands-on action, significantly more effective for training.
2. Reduced Errors: VWIs help minimize mistakes by providing clear, step-by-step guidance. Companies that have switched from traditional text-heavy instructions to visual formats report a notable decrease in errors, leading to better quality assurance. 
3. Faster Onboarding: New employees can reach full productivity much quicker with VWIs. Some organizations have cut training time by nearly 50%, allowing workers to learn at their own pace with minimal supervision.

​Every manufacturer relies on a few core metrics to manage operations: efficiency, productivity, capacity, and labor and equipment utilization. These benchmarks are used worldwide to assess performance and process effectiveness.

What if you could...

This enhancement adds publication of IBC messages to additional LX screens. While entering data on the primary screen for inventory transactions, IBC messages are now published and available for use in Ming.le contextual applications.

Companies can decide to involve a subcontractor and subcontract part of their activities. The subcontractor carries out the work and returns the products to your company.

In Infor LN, subcontracting is considered as purchasing labor from a third party. Therefore, if a manufacturer wants to subcontract work, he must generate a purchase order to start the subcontracting process. These are the types of subcontracting:

• Subcontracting with material flow
  • Operation subcontracting: For operation subcontracting, a part of the production process (one or more operations) is subcontracted.
  • Item subcontracting: For item subcontracting, an item's entire production process is subcontracted. Therefore, it is always used with material flow support.
• Subcontracting without material flow: The simplest form of subcontracting is to generate a subcontracting purchase order to record the operations outsourced to a subcontractor. The subcontracting purchase order only represents the administrative handling of the subcontracting process. When the subcontracted item is received back from the subcontractor, you must close the subcontracting purchase order, which initiates the production process.
• Unplanned subcontracting: Unplanned subcontracting is applicable when you subcontract after generating a production order. For unplanned subcontracting, a purchase order is generated from the production order and the material supply lines are populated by Shop Floor Control.
• Service subcontracting: For service subcontracting, work on an item to be maintained or repaired is subcontracted. This work entails the entire repair process, or only a part of it. Service subcontracting can be used with or without material flow support.

To start the subcontracting process, a purchase order is required.

TECHNOLOGY: Using the Data Access Layer (DAL)

FINANCE: Set Up and Calculate Currency Differences

OPERATIONS: Subcontracting Overview

Disconnected data—information stored outside your core ERP system—creates inefficiencies and blind spots across every level of your organization. While spreadsheets, email orders, and external reporting tools may serve a purpose, the lack of integration between these systems leads to far-reaching consequences.

Operations Impact

• Inventory levels and supplier shipments are tracked in spreadsheets, disconnected from your ERP.
• Dealer portal email orders require manual entry into the system, slowing fulfillment.

Finance Impact

• Budgeting data lives in isolated spreadsheets, unlinked to ERP sales or quoting information.
• Open purchase orders and invoices must be manually matched and approved, consuming valuable time.

Technology Impact

• Countless reports are generated outside the ERP just to keep teams “up to date.”
• Significant time is wasted exporting ERP data into external data cubes for analysis.

Executive Impact

• Leaders struggle to compile an accurate view of inventory and financial health when data comes from multiple sources.
• A lack of real-time visibility into shortages causes lost sales and customer dissatisfaction.

Disconnected data isn’t just an inconvenience—it drains productivity and delays critical business outcomes.

The Business Costs of Disconnected Data...