Towards Semantic Support for Business Process Integration

2013 ◽  
pp. 83-99
Author(s):  
Roberto Pérez López de Castro ◽  
Inty Sáez Mosquera ◽  
Jorge Marx Gómez
Keyword(s):  
Business Process ◽  
Process Integration ◽  
Business Process Integration

A Dataflow Perspective for Business Process Integration

2015 ◽  
Vol 5 (4) ◽  
pp. 1-33 ◽  
Author(s):  
Xitong Guo ◽  
Sherry X. Sun ◽  
Doug Vogel
Keyword(s):  
Business Process ◽  
Process Integration ◽  
Business Process Integration

Business Process Integration in a Knowledge-Intensive Service Industry

2007 ◽  
pp. 139-163
Author(s):  
C. Lawrence
Keyword(s):  
Business Process ◽  
Service Industry ◽  
Process Integration ◽  
Relational Model ◽  
Business Process Integration ◽  
Service Activity ◽  
Process Output ◽  
Knowledge Intensive ◽  
Process Architecture ◽  
Double Entry

Knowledge-intensive administration and service activity has features favouring a particular architectural approach to business process integration. The approach is based on a process metamodel that extends the familiar input-process-output schema, and embodies the principle that the essential WHAT of a process is prior to any empirical and/or physical HOW. A structure of interrelated concepts can be derived from the metamodel. These can be used at logical level to define and analyze processes. They can also be implemented at a physical level—as an achievable and ideal integrated process architecture, or as a continuum of incremental control and integration improvements. Overall, the approach is to process what double entry is to accounting and the relational model is to data.

Global Integrated Supply Chain Implementation

2008 ◽  
pp. 3243-3249 ◽  
Author(s):  
Margaret L. Sheng
Keyword(s):  
Supply Chain ◽  
Change Management ◽  
Business Process ◽  
Value Creation ◽  
Emerging Technologies ◽  
Process Integration ◽  
Business Value ◽  
Business Process Integration ◽  
Goods And Services ◽  
Integrated Supply Chain

Supply chain functions must operate in an integrated manner in order to optimize performance. However, the dynamics of the organization and the market make this challenging. In particular, the procurement function is a crucial link between the sources of supply and the organization. With most organizations spending at least one-third of their overall budget to purchase goods and services, procurement holds significant business value. Emerging technologies, especially e-procurement, are promising to change the picture of traditional procurement processes. However, the implementation of e-procurement is facing significant reengineering and change management challenges. This study identifies four main challenges in e-procurement implementation: business process integration, technological issues, value creation, and change management. The major challenge among them is change management. Critically, leadership is one of the primary requirements to make the change successfully.

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