Business Process Management and Supply Chain Collaboration: Critical Comparison of Four Thai Case Studies

2016 ◽  
pp. 138-150
Author(s):  
Jiraporn Pradabwong ◽  
Christos Braziotis ◽  
Kulwant S. Pawar
Keyword(s):  
Supply Chain ◽  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Supply Chain Collaboration ◽  
Critical Comparison

scholarly journals Business process management and supply chain collaboration: effects on performance and competitiveness

2017 ◽  
Vol 22 (2) ◽  
pp. 107-121 ◽  
Author(s):  
Jiraporn Pradabwong ◽  
Christos Braziotis ◽  
James D.T. Tannock ◽  
Kulwant S. Pawar
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Positive Impact ◽  
Supply Chain Collaboration ◽  
Organisational Performance ◽  
Content Type ◽  
Collaborative Advantage ◽  
Collaborative Activities

Purpose This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. Design/methodology/approach Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling. Findings This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance. Research limitations/implications This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study. Practical implications The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices. Originality value This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

scholarly journals Proposal for an approach to evaluate continuity in service supply chains: Case of the Moroccan electricity supply chain

2019 ◽  
Vol 9 (6) ◽  
pp. 5552 ◽  
Author(s):  
Houda Mezouar ◽  
Abdellatif El Afia
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Residential Buildings ◽  
Suggested Approach ◽  
Root Cause ◽  
Process Behavior ◽  
Service Supply Chains

The purpose of this paper is to develop an approach to analyse and evaluate continuity in Service Supply Chain (SSC), through a case study. This approach is based on the data-driven quality strategy "Define, Measure, Analyze, Improve, Control" (DMAIC) which is used to drive Six Sigma projects, and on the characteristics of Smart Supply Chain. It combines Business process management (BPM), Supply Chain Operations Reference (SCOR), and the Root cause analysis tree diagram. The chosen case study is the electricity SCC, especially the business process 'management of electricity for residential buildings' of the Moroccan electricity SSC. The paper shows that the suggested approach identifies the discontinuity causes for the studied SSC, improves the business process behavior and manages its control by providing a dashboard that encompasses KPIs for periodically controlling of the SSC "to-be" state.

scholarly journals CONTEMPORARY MANAGEMENT OF BUSINESS PROCESSES WITHIN THE SUPPLY CHAIN OF FASHION INDUSTRY

2020 ◽  
pp. 36-39
Author(s):  
Andrea Dobrosavljević ◽  
Snežana Urošević
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Fashion Industry ◽  
The Impact

Business processes are present in all types of organizations, regardless of the size or industry within which the organization operates. Successful business process management (BPM) is an indicator of the level of process maturity of the organization. Within the supply chain, it is possible to observe the presence of business processes of a collaborative nature, as BPM relies on the principles of partnership, development, and exchange of information through links that exist within this chain between all actors [1]. Within this paper, BPM in the relations with suppliers and consumers within the supply chain of organizations operating in the fashion industry is considered. Lambert [2] lists eight macro processes that take place in the supply chain, between suppliers, manufacturers, distributors, retailers and end consumers, as follows: customer relationship management, supplier relationship management, demand management, order execution, fl ow management production, product development and commercialization and return management. Within this paper, a research is presented which analyzes the segments of managing collaborative business processes within the supply chain of the fashion industry, based on the responses of 508 managers and employees in the fashion industry in the Republic of Serbia. The needs for the development of certain segments in accordance with the needs of modern business process management have been explored.Scientifi c novelty. The research part of this paper relies on the application of Friedman's test which enables the analysis of the current state of BPM in relations with suppliers and consumers within the supply chain of the fashion industry, expressed through workers' responses with a ranking of their preferences. This paper contributes to the creation of a knowledge base within the research in the fi eld of the impact of BPM on improvements in the supply chain, on the basis of which it is possible to conduct further research and upgrade knowledge.Practical value. The fi ndings derived from the results of research of this type contribute to the development of the business from various aspects. The benefi ts can be refl ected not only through the strengthening of the competitive position but also through the sustainability of business on the basis of adequate application of BPM practices in all business segments. Accordingly, in addition to the scientifi c novelty, which is refl ected in the results of the rese arch work, there is a practical novelty, which is refl ected in the guidelines for the development of modern BPM within the supply chain of the fashion industry.

E-Procurement System and Adoption for SMEs

2011 ◽  
pp. 19-34 ◽  
Author(s):  
Serdal Bayram ◽  
Özalp Vayvay
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Medium Size ◽  
Management Tools ◽  
Electronic Procurement ◽  
It Implementation ◽  
Procurement System

An electronic procurement (e-procurement) system is an electronic based procurement style that facilitates effective communications along the entire supply chain. E-procurement accelerates SMEs (small and medium size enterprises) at a reduced cost. The purpose of this chapter is to show that adoption of an e-procurement system is essential in the supply chain for SMEs and to find solutions in order to make using this system as easy as possible. The adoption should be considered as a re-engineering process from an innovative perspective. An adoption plan is proposed within the study. It contains three phases: 1) identification of the e-procurement process, 2) seeking integration points with other elements of the system, and 3) IT implementation of the integration areas. The study also proposes to use business process management tools that have workflow engines and Web service implementations for integration points. Although BPM (business process management) tools are seen as quite expensive to SMEs, there are also dependable free licensed ones. The study is concluded with a case-study that is implemented with a free-licensed BPM tool for proof-of-concepts.

E-Procurement System and Adoption for SMEs

2012 ◽  
pp. 950-966 ◽  
Author(s):  
Serdal Bayram ◽  
Özalp Vayvay
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Medium Size ◽  
Management Tools ◽  
Electronic Procurement ◽  
It Implementation ◽  
Procurement System

An electronic procurement (e-procurement) system is an electronic based procurement style that facilitates effective communications along the entire supply chain. E-procurement accelerates SMEs (small and medium size enterprises) at a reduced cost. The purpose of this chapter is to show that adoption of an e-procurement system is essential in the supply chain for SMEs and to find solutions in order to make using this system as easy as possible. The adoption should be considered as a re-engineering process from an innovative perspective. An adoption plan is proposed within the study. It contains three phases: 1) identification of the e-procurement process, 2) seeking integration points with other elements of the system, and 3) IT implementation of the integration areas. The study also proposes to use business process management tools that have workflow engines and Web service implementations for integration points. Although BPM (business process management) tools are seen as quite expensive to SMEs, there are also dependable free licensed ones. The study is concluded with a case-study that is implemented with a free-licensed BPM tool for proof-of-concepts.

Enterprise systems, business process management and UK-management accounting practices

2017 ◽  
Vol 14 (3) ◽  
pp. 230-281 ◽  
Author(s):  
Sameh Ammar
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Management Accounting ◽  
Enterprise Systems ◽  
Analytical Framework ◽  
Cross Sectional ◽  
Content Type

Purpose This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect account of business process management (BPM). This is also extended to draw out an analytical framework to advance our understanding of how BPM mediate ES-MAPs interplay. Design/methodology/approach A cross-sectional case study was adopted as a research strategy with which to collect data about the ES-BPM-MAPs interplay as a unit of analysis. The latter, in the first stage, was examined across (89) mini-case studies operating in the UK context through reports and documentations collected from cases’ websites, vendors and consultants of information systems. Drawn insights from cross-sectional analysis and contributions made by prior studies are blended together to inform the second stage that outlines an analytical framework for ES-BPM-MAPs interplay. Findings Different ES are mobilised to address different orientations of BPMs and being used for different managerial functions and purposes. Different patterns of ES-BPM-MAPs interplay are identified across (89) UK-case studies and the BPM is a fulcrum understanding. These patterns are centred around three key BPM including customer, logistics and control processes and all oriented by a continuum of an organisation intention focus on control, understanding and strategising. Both processes and orientations explain ES development and MAPs evolution processes. Standardisation, integration and intelligence are key characteristics sought through ES mobilisations. By complementary, information provision, analytics and simulation are three sophisticated ways of using MA information facilitated by ES characteristics. Research limitations/implications Dynamic processes of MAPs change over time and are beyond the reach of this study. Such approach requires full access to case studies. BPM is fulcrum understanding of MAPs change and/or stability in relation to ES implementation including other components. Practical implications Findings and analytical framework could be used as a base for establishing the best approach in adopting ES to fully exploit the potential of future ES applications as well as to avoid organisations pitfalls of implementations. Organisations are advised to understand their existing business processes, characteristics of MA information would be achieved first upon which decision of ES components selection and implementation could be outlined. Originality/value The indirect interplay between ES and MAPs through business processes is rarely examined. By the inclusion of BPM and using cross-sectional case studies, this research contributes to the existing shortcomings of ES-MAPs interplay by broadening the picture and proposing an analytical framework. The latter advances our understanding by focusing on attributes of ES-BPM-MAPs upon which informal changes in-the use of MAPs are recognised.

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