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.

RESEARCH ON BUSINESS PROCESS MANAGEMENT-BASED SUPPLY CHAIN SYSTEM

2011 ◽  
Vol 10 (01) ◽  
pp. 61-67 ◽  
Author(s):  
XIN YU ◽  
CHENGSHENG LIANG ◽  
SHUFEN LI ◽  
XUE SUN
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Market Competition ◽  
Supply Chain System ◽  
Chain Management ◽  
Chain System

Supply chain management provides a new kind of enterprise relationship management for ensuring the survival and development of enterprises in modern market competition, but with the development of business, information explosion, and the acceleration of business globalization, supply chain management will become increasingly complex. This article provides a method to construct the enterprise supply chain systems from the perspective of the business process management. It utilizes service-oriented architecture to achieve the componentization of each business unit, which makes chain system adapt to the changes of business processes rapidly and deploy these changes into IT system. Ultimately, IT systems can respond to supply chain system in time and then reduce operation costs and time when enterprise is carrying out business restructuring and process optimization.

scholarly journals Optimization of business process management at the enterprise

2020 ◽  
pp. 79-84
Author(s):  
Nataliia Sarai
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Approach ◽  
Enterprise Management ◽  
Organization And Management ◽  
Theoretical Generalization ◽  
Definition Of ◽  
The Impact

Purpose. The aim of the article is the development of theoretical, methodological provisions and practical recommendations for determining the content of business process and process approach in management of the enterprise, substantiation of classification features of grouping business processes and identifying indicators of evaluation of business processes of the enterprise and factors influencing their effectiveness. Methodology of research. The theoretical and methodological basis of the study is the position of modern economic theory, scientific works of domestic and foreign scientists to optimize the management of business processes at the enterprise. The following general scientific methods of research are used to achieve this goal: system-structural and terminological analysis – to streamline the conceptual and terminological apparatus regarding the economic content of the category "business process"; grouping, comparison and theoretical generalization – for the study of scientific works on the problems of business process management at the enterprise; inductions and deductions – to study the classification features of business process grouping and identify business process evaluation indicators at the enterprise; abstract and logical – for theoretical generalization and formulation of conclusions. Findings. The necessity of applying the process approach to the organization and management of the enterprise is substantiated. The economic essence of the category "business process" is determined. It is established that a business process is a structured sequence of actions to perform an appropriate type of activity at all stages of the life cycle of the subject activity. Characteristics of business processes: presence of internal and external users; functioning within and between divisions of the company and between different organizations; based on the way in which the organization works. The main characteristics of quality of business processes of the enterprise are determined, namely: effectiveness; efficiency; adaptability; anti-corruption. Originality. There was further development of the definition of the content of the business process and process approach in management of the enterprise are generalized, the classification features of grouping of business processes are substantiated and the possibilities of application of indicators of estimation of business processes of enterprise and factors of influence on their efficiency in management of domestic enterprises are offered. Practical value.Recommendations are proposed which define the conditions for ensuring optimization of business process management at the enterprise, in particular: application of the process approach to enterprise management; use of a scorecard to evaluate the business processes of an enterprise determining the impact of factors on their effectiveness. Key words: process; business process; process approach; indicator; factor; enterprise management.

scholarly journals Ambidextrous IT capabilities and business process performance: an empirical analysis

2018 ◽  
Vol 24 (5) ◽  
pp. 1077-1090 ◽  
Author(s):  
Alberto Ferraris ◽  
Filippo Monge ◽  
Jens Mueller
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Positive Impact ◽  
Content Type ◽  
It Capabilities ◽  
The Impact ◽  
Process Level

Purpose In several studies, it has been found that organizational performance is affected by ambidextrous IT capabilities. Nevertheless, business processes are essential to the value generation conversion of IT investment into performance. In the literature, this focus on the impact of IT capabilities at the business process level is still under investigated. So, the purpose of this paper is to test the effects of explorative and exploitative business process IT capabilities on business process performances (BPP) and the positive moderator role of business process management (BPM) capabilities. Design/methodology/approach This analysis has been done through a quantitative study in the Italian hotel industry. An OLS regression analysis has been carried out on a sample of 404 firms. Findings The study identifies distinct effects related to exploration and exploitation and finds a moderating effect of BPM capabilities, explaining their positive impact on BPP. Originality/value The main purpose of the paper is to contribute to the area of business process management by demonstrating the importance of both explorative and exploitative IT capabilities for a business process as well as the managerial capabilities at the process level. Furthermore, this focus at the process level allows us to add original insights into research on ambidexterity by expanding existing works.

scholarly journals Modelling factors of influence on business process management in the organizations of the clothing industry

2021 ◽  
Vol 72 (05) ◽  
pp. 477-484
Author(s):  
ANDREA DOBROSAVLJEVIĆ ◽  
SNEŽANA UROŠEVIĆ ◽  
MILOVAN VUKOVIĆ ◽  
NADA ŠTRBAC
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Structural Model ◽  
Clothing Industry ◽  
Business Practices ◽  
Business Systems ◽  
Best Business Practices ◽  
The Impact

Business process management (BPM) in organizations of the clothing industry can be considered as a practice of importance for establishing a stable and progressive business. In contemporary business, which considers the application of best business practices within production-business systems, effective process management becomes important and emerges as a practice that contributes to the overall improvement of the organization’s operations. BPM focuses on improving both internal and inter-organizational operations that take place between organizations within the supply chain of clothing industry. The effective BPM in the organizations of the clothing industry may depend on the establishment of the various elements. The assumption is that influential elements are specifics of the garment industry such as the primary BPM activities, the different dimensions of BPM which are consistent with a comprehensive view of this approach, as well as the mere involvement of human resources in the business processes of the organizations. The defined influential elements are treated as variables of the structural model, created by the implementation of the IBM SPSS AMOS structural modelling program, exploring a number of hypothesized impacts. The results of this research help to understanding the impact of these elements on the strengthening BPM practice in the clothing industry organizations.

The role of big data in shaping ambidextrous business process management

2018 ◽  
Vol 24 (5) ◽  
pp. 1163-1175 ◽  
Author(s):  
Luca Dezi ◽  
Gabriele Santoro ◽  
Heger Gabteni ◽  
Anna Claudia Pellicelli
Keyword(s):  
Big Data ◽  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Qualitative Methodology ◽  
Process Management ◽  
Business Processes ◽  
Service Firms ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to explore how big data can shape ambidextrous business process management (BPM) in terms of exploitation and exploration. Design/methodology/approach A qualitative methodology involving case studies has been chosen to explore the impact of big data deployment on exploitative and explorative business processes. Findings The results of case studies offer some opportunities and challenges for service firms related to both the exploitative and the explorative aspects of BPM driven by big data. Originality/value The deployment of big data in business processes has attracted a large amount of interest recently. However, these studies are mostly conceptual, so empirical research about this complex relationship is quite rare, especially research with specific arguments regarding exploitative and explorative activities. This paper aims to fill this gap by offering empirical evidence for big data-driven business processes.

scholarly journals НАПРЯМИ ЕФЕКТИВНОГО УПРАВЛІННЯ БІЗНЕС-ПРОЦЕСАМИ ПІДПРИЄМСТВ СІЛЬСЬКИХ ТЕРИТОРІЙ

2021 ◽  
Vol 149 (4) ◽  
pp. 58-64
Author(s):  
Liudmyla M. Hanushchak-Yefimenko
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Integrated Approach ◽  
Management Decision ◽  
Management Process ◽  
Is Implementation ◽  
Rural Enterprises ◽  
The Impact

The article provides insights into business process management of rural enterprises. The study substantiates the main factors affecting management efficiency and provides rationale for the degree of each of the impact factor that allows to held profitability control and timely respond to changes in market environment. Based on the review of modern performance assessment methods, the findings demonstrate their diversity resulted from different goals in efficiency evaluation (evaluating changes in time, structure, etc.), as well as the heterogeneous nature of the system elements to be evaluated. Following the logic of management decision-making process, the study suggests the key areas for effective business process management at rural enterprises. It is argued that the implementation of the selected strategic vectors will facilitate a reasoned distribution of discrete management functions taking into account the correlation of enterprise costs at different management level along with contributing to settling the technological sequence of operations and assigning them to particular managerial staff. While developing the specific management vectors, the typical functions to meet business processes management needs at rural enterprises in Ukraine have been selected to be applied in practice. The research conclusions offer the following generalizations: the implementation of the key four management process functions is a cyclical process; given the results of control, a new plan is formed, and within the new management process cycle, all functions are preserved. A pathway to effective business processes management at rural enterprises is implementation of an integrated approach which involves the assessment of the set of selected indicators, both quantitative and qualitative, i. e. absolute and relative ones, respectively.

Logistics and supply chain management: The importance of integration for business processes

2017 ◽  
Vol 5 (4) ◽  
pp. 73 ◽  
Author(s):  
Izwan Azmi ◽  
Norlida Abdul Hamid ◽  
Md Nasarudin Md Hussin ◽  
Nik Ibtishamiah Ibrahim
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Service Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Chain Management ◽  
Customer Service Management

This conceptual paper outlines the importance of integration in supply chain management (SCM) by linking the functions of logistics as it applies in strategic business process. Often, business processes are developed at the strategic level but are never identified precisely in logistics or in SCM. Strategic business processes like Customer Relationship Management (CRM), Supplier Relationship Management (SRM), Customer Service Management (CSM) and Demand Management are not directly linked to logistics or SCM. This paper identifies the literature that expressed the importance of integration and how business processes can be relevant in the execution of key logistics activities in the supply chain context.

scholarly journals Service Providers' Competences in Business Process Outsourcing for Delivering Successful Outcome: An Exploratory Study

2010 ◽  
Vol 35 (3) ◽  
pp. 37-54 ◽  
Author(s):  
Sangeeta Shah Bharadwaj ◽  
Kul Bhushan C Saxena
Keyword(s):  
Business Process ◽  
Service Provider ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Service Providers ◽  
Relationship Management ◽  
Successful Outcome ◽  
Business Process Outsourcing ◽  
Competitive Industry

Business Process Outsourcing (BPO) has become a very competitive industry with many players in the market. The challenge all the BPO companies are facing is how to build and sustain business with the clients in such a competitive industry. The service providers can hardly compete on cost arbitration. On the one hand, they have to respond to their existing clients, who have tasted and achieved labour cost arbitration benefits and have started looking beyond this. On the other hand, they have to win new customers by providing value more than simply cost arbitration. With this business environment in mind, we have undertaken a study of service providers operating in India to explore what competences they have developed for successfully delivering the outcome. This research explores two competences of service providers: business process management competence relationship management competence. These two competences have the theoretical grounding in resource-based view and relationship theories. The study also identifies the fundamental competences required to strengthen the above two competences as human resource management competence, information technology management competence, and outsourcing management competence. It further explores whether the service provider can, with the help of these competences, deliver the intended business process outsourcing outcome. In order to understand the successful business process outsourcing outcome, classification of business processes as viewed by both the client and the service provider is considered desirable. From the clients' perspective, processes are classified as traditional, peripheral, critical, and strategic; as core, critical, and non-core non-critical; and as critical, key, and support. Similarly, from the service providers� perspective, the business processes are classified on complexity and criticality dimensions. This classification further helps in defining the successful BPO outcome as intended by the client. For example, when a non-core non-critical process is outsourced, the successful BPO outcome would be process efficiency in terms of cost reduction and improvement in the quality, and at the most process transformation through some innovation. Thus the study concludes that the business process management competence and relationship management competence will definitely help the service providers to deliver the BPO outcome. As an expansion of BPO literature, this research makes two significant contributions: It puts forth a conceptual model that focuses on the competences of the service provider required to deliver successful BPO outcome It identifies the critical competences and the foundation competences for doing the same.

Benefits and Challenges for Business Process Management in the Cloud

2015 ◽  
Vol 5 (2) ◽  
pp. 80-104 ◽  
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Cloud Services ◽  
Cloud Infrastructure ◽  
Business Application

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.

scholarly journals BPM and ECM: Similarities, differences, conceptual, and technological limits

2018 ◽  
Vol 30 (1) ◽  
pp. 95-105
Author(s):  
Marco Aurélio de Souza MENDES ◽  
Marcello Peixoto BAX
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Integrated Approach ◽  
Content Management ◽  
Enterprise Information ◽  
Technological Support ◽  
Enterprise Content Management ◽  
Unstructured Information

Abstract Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.

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