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Speaker BadgeMartin Munzel is an internationally recognized speaker, author, and SAP consultant specializing in SAP Controlling functionality. He has more than 18 years of experience working with SAP, both as an external and in-house consultant. Martin has extensive experience implementing SAP FI/CO solutions in Europe, Asia, and North America in the manufacturing and wholesale industries as well as in the public sector. He regularly speaks at international SAP conferences and delivers training for consultants and SAP users. Martin is the Co-founder and Managing Director of Espresso Tutorials, a publishing company focused on short and concise SAP textbooks. He is the author of New SAP Controlling Planning Interface, First Steps in SAP, as well as a number of best-selling German titles. Contact Martin at martin.munzel@espresso-tutorials.com or on LinkedIn.

 

SAP Templates Video Blog

 

MMunzel

Never tried SAP templates because you think they are too complex? Watch this demo from the Controlling 2016 conference on templates in SAP.

This demo covers how to:

  • Create a template

  • Execute a template

  • Check the results
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Most Common SAP Controlling Pitfalls by Martin Munzel

 

Martin Munzel

 

 

 

 

 

 

 


Our blog series on the most common SAP Controlling pitfalls and how to avoid them continues this week. SAP Controlling 2013 speaker Martin Munzel discusses the most common pitfall is from his perspective.

 

A common error I have found in companies using SAP CO is that they were trying to make some of the submodules do things they are not designed for.

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Controlling 2014 Speaker Profile: Martin Munzel, SAP CO/PS Specialist and Co-founder of Espresso Tutorials

Martin MunzelThis week we are profiling Martin Munzel, SAP CO/PS Specialist and co-founder of Espresso Tutorials. Learn more about Martin and his view on what is most important to his customers. 

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SAP Results Analysis

 

Introduction to SAP Results Analysis

By Martin Munzel

 

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SAP Results Analysis allows you to valuate ongoing, unfinished activities, such as production orders, internal orders or projects at month-end. The underlying assumption for each of these activities is that they will add value when they are finished – a production order will yield a finished product, while a customer project will eventually be billed to the customer.

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