A New Way of Conjoint Added Value N Generation in Collaborative Business Processes

2010 ◽  
pp. 1087-1092
Author(s):  
Dirk Werth
Keyword(s):  
Business Process ◽  
Core Competence ◽  
Business Processes ◽  
Added Value ◽  
Collaborative Network ◽  
Collaborative Relationships ◽  
Economic Organizations ◽  
Collaborative Business Process ◽  
Crucial Part

Nowadays, economic organizations are dramatically changing towards networked structures (Österle, Fleisch, & Alt, 2000). These are characterized by core competence specialized value units (Prahalad & Hamel, 1990) that intensively interact along the added value in order to cooperatively generate the intended product. This intensification of exchanges leads to strong, collaborative relationships (also called collaborative business (cf. Camarinha-Matos, 2002). In these structures, the generation of added value is highly distributed through the network. In this respect, the relationships between such enterprises are more than simple supplier-purchaser-relations. They represent a crucial part of the output generation chain, or in other words, of the collaborative business process. The latter means the sequence of activities within this collaborative network that result in the generation of the intended output. However, the conventional understanding of business processes is limited to a single enterprise (e.g,. in Davenport, 1993; Hammer & Champy, 1993; Scheer, 1999). Attempts to extend the business process concept to inter-enterprise environments only substitute the department of an enterprise by a whole enterprise itself (e.g., Hirschmann, 1998). However, this understanding does not reflect the special properties of collaborations that cannot be considered as a huge corporation-like enterprise. Therefore, this article investigates the collaboration in regards to the business process aspects and reveals the special properties that differentiate collaborative business processes from “simple” crossorganizational ones and others.

Tools for Collaborative Business Process T Modeling

2010 ◽  
pp. 1643-1652 ◽  
Author(s):  
Paz Perez González ◽  
Jose M. Framinan
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Computer Aided Design ◽  
Process Management ◽  
Business Processes ◽  
Design Tools ◽  
Collaborative Business Process ◽  
Or Organization ◽  
Aided Design ◽  
Common Understanding

A business process can be defined as a set of related tasks that are carried out within a business or organization in order to obtain certain output that should add value for the business client or organization (Gunasekaran & Kobu, 2002). An enterprise can be then analyzed and integrated through its business processes. Thus, business process modeling (BPM) becomes a fundamental part of business process management, as it enables a common understanding and analysis of a company’s business processes. Particularly, BPM using computer-aided design tools and a standard visual form of notation to describe, validate, and simulate business processes has taken on a new importance (Jonah, 2002).

TOWARDS AGENT-BASED MODELING AND VERIFICATION OF COLLABORATIVE BUSINESS PROCESSES: AN APPROACH CENTERED ON INTERACTIONS AND BEHAVIORS

2009 ◽  
Vol 18 (03n04) ◽  
pp. 423-479 ◽  
Author(s):  
MARCO STUIT ◽  
NICK B. SZIRBIK
Keyword(s):  
Business Process ◽  
Petri Net ◽  
Process Design ◽  
Business Processes ◽  
Colored Petri Net ◽  
Agent Based ◽  
Verification Method ◽  
Design Time ◽  
Collaborative Business Process

This paper presents the process-oriented aspects of a formal and visual agent-based business process modeling language. The language is of use for (networks of) organizations that elect or envisage multi-agent systems for the support of collaborative business processes. The paper argues that the design of a collaborative business process should start with a proper understanding of the work practice of the agents in the business domain under consideration. The language introduces a novel diagram to represent the wide range of (cross-enterprise) business interactions as a hierarchy of role-based interactions (including their ordering relations) in a tree structure. The behaviors owned by the agents playing the roles in the tree are specified in separate process diagrams. A collaborative business process studied in the context of a case study at a Dutch gas transport company is used to exemplify the modeling approach. Explicit (agent-based) process models can and should be verified using formal methods. In the business process community, design-time verification of a process design is considered vital in order to ensure the correctness and termination of a collaborative business process. The proposed modeling approach is enhanced with a design-time verification method. The direction taken in this research is to combine the interaction tree and the associated agent behaviors into a verifiable hierarchical colored Petri net in order to take advantage of its well-defined (execution) semantics and proven (computerized) verification techniques. The verification method presented in this paper consists of three steps: (1) the translation of the agent-based process design to a hierarchical colored Petri net, (2) the identification of process design errors, and (3) the correction and rollback of process design errors to the agent-based model. The translation technique has been implemented in a software tool that outputs the hierarchical colored Petri net in a format that can be loaded in the widely used CPN Tools software package. Verification results are discussed for the case study model.

Tools for Collaborative Business Process T Modeling

2010 ◽  
pp. 636-648 ◽  
Author(s):  
Paz Perez González ◽  
Jose M. Framinan
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Computer Aided Design ◽  
Process Management ◽  
Business Processes ◽  
Design Tools ◽  
Collaborative Business Process ◽  
Or Organization ◽  
Aided Design ◽  
Common Understanding

A business process can be defined as a set of related tasks that are carried out within a business or organization in order to obtain certain output that should add value for the business client or organization (Gunasekaran & Kobu, 2002). An enterprise can be then analyzed and integrated through its business processes. Thus, business process modeling (BPM) becomes a fundamental part of business process management, as it enables a common understanding and analysis of a company’s business processes. Particularly, BPM using computer-aided design tools and a standard visual form of notation to describe, validate, and simulate business processes has taken on a new importance (Jonah, 2002).

Service-oriented Collaborative Business Processes

2012 ◽  
pp. 116-132 ◽  
Author(s):  
Lai Xu ◽  
Paul de Vrieze ◽  
Athman Bouguettaya ◽  
Peng Liang ◽  
Keith Phalp ◽  
...  
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Ad Hoc ◽  
Business Partners ◽  
The Face ◽  
Service Oriented ◽  
Market Turbulence ◽  
Collaborative Business Process ◽  
Process Oriented ◽  
Set Up

The ability to rapidly find potential business partners as well as rapidly set up a collaborative business process is desirable in the face of market turbulence. Traditional linking of business processes has a large ad hoc character. Implementing service-oriented business process mashup in an appropriate way will deliver the collaborative business process more flexibility, adaptability and agility. In this chapter, we describe new landscape for supporting collaborative business processes. The different solutions and tools for collaborative business process applications are presented. A new approach for supporting situational collaborative business process, process-oriented mashup is introduced. We have highlighted the security and scalability challenges of process-oriented mashups. Further, benefits of using process-oriented mashup are discussed.

scholarly journals IMPLEMENTATION OF PROCESS MANAGEMENT IN THE FIELD OF TRADE AS IMPORTANT SOCIO-ECONOMIC SYSTEM

2021 ◽  
Author(s):  
Oleksandr Olshanskiy ◽  
Svitlana Tkachova ◽  
Olha Tkachenko
Keyword(s):  
Economic System ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Process Development ◽  
Reference Model ◽  
Negative Influence ◽  
Process Approach ◽  
Added Value ◽  
Management Decision

The article focuses on the analysis of the company process management in the framework of modern organizational and economic concepts. This approach contributes to creating an extraordinary possibility of leveling out the negative influence of the environment factors and achieving a stable position for the company in the services market. The paper offers the system vision of the company's process management problems as a set of interconnected and interacting elements of the system. In present time economic reality, this county's companies' performance is entirely dependent on the ability to transform the key company processes into strategic initiatives aimed at maximizing customer satisfaction and the company's ability to react and forecast market changes. At the same time, the environment unpredictability and rapid dynamics constantly change the conditions under which companies operate. In view of this, the urgent task of operational response to various kinds of change arises, since the timely reaction of the company management of to changes in the environment can provide a long-term sustainable development of the company. Bringing the level of companies’ business process management up to meet the requirements of the internal and external environment will contribute to improving the overall level of efficiency of its business activities. As a result of the research, the process management of the enterprise has been analyzed in the framework of modern organizational and economic concepts, namely, the process approach has been considered and implemented in the field of trade as important socio-economic system. It is proved that the implementation of the process approach in the theory of management decision-making contributed to the creation of the architecture of the business process system of enterprises. The main achievements of the theory of process management are implemented in the developed reference model of the business process "Development of a strategy for the development of trade enterprises", which ultimately allows to improve the system of development and strategic management decisions. The proposed reference model can be taken as a basis for modeling the main business processes that create added value of the enterprise. The interdisciplinary nature of the process management theory is constantly gaining volume and becoming one of its distinct competencies.

scholarly journals A Correctness Checking Approach for Collaborative Business Processes in the Cloud

Complexity ◽  
2020 ◽  
Vol 2020 ◽  
pp. 1-11
Author(s):  
Qi Mo ◽  
Yuqi Wang ◽  
Jixiang Xiang ◽  
Tong Li
Keyword(s):  
Complex System ◽  
Cloud Computing ◽  
Business Process ◽  
Business Processes ◽  
Service Providers ◽  
Cloud Service ◽  
Cloud Service Providers ◽  
Correctness Checking ◽  
Collaborative Business Process ◽  
Effectiveness And Efficiency

With the increasing popularity of cloud computing, especially the emergence of Business Process as a Service (BPaaS), more and more enterprises construct their process collaborations based on BPaaS services. Indeed, the collaborative business process built by BPaaS services can be seen as a complex system, as it covers multiple business processes (i.e., BPaaS services) and they act independently. Since business processes corresponding to BPaaS services are usually provided by different cloud service providers, and their interactions are unforeseen in advance, in actual execution, some behavioral anomalies (e.g., deadlocks) may occur. To this end, based on BPaaS services, we propose an approach to build process collaborations in the cloud. In this approach, we first model collaborative business processes using open nets. Then, we check their correctness based on stubborn sets. Finally, in case they are partially correct, we generate reliable paths for the coordination execution between business processes. Our approach is implemented in the PIPE (an open tool for Petri nets) and evaluated on actual cases that show its effectiveness and efficiency.

scholarly journals Business processes as business systems

2018 ◽  
Vol 12 (1) ◽  
pp. 55-61
Author(s):  
Ivica Kaniški ◽  
Ivan Vincek
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Business Process ◽  
Business Processes ◽  
Work Organization ◽  
Added Value ◽  
Business Systems ◽  
Output Quality ◽  
A Company

Business process is the foundation of the work organization of every business. It is a set of different activities or tasks that are carried out in a certain order and use certain resources of an organization with the aim of fulfilling the mission or the purpose of its existence. As each business process is defined by parameters such as output quality, speed, cost, added value and the like, it is logical that they are the cornerstone of achieving competitive advantage. It is therefore important to monitor and analyze them in order to remove any drawbacks in their performance before endangering the survival of a company. Business process is a structured, analytical, inter-functional set of activities that require continuous improvement. It represents a repetitive flow of activities with a clearly defined beginning and end, and in more or less constant intervals, creates value for the buyers.

Pemodelan Enterprise Arsitektur Sistem Informasi Pemesanan Jasa Percetakan Menggunakan Kerangka TOGAF

2020 ◽  
Vol 4 (2) ◽  
pp. 18
Author(s):  
Bibit - Sudarsono ◽  
Umi - Faddillah
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Enterprise Modeling ◽  
Improve Performance ◽  
Business Opportunity ◽  
Service Information ◽  
Process Architecture ◽  
System Architecture Design ◽  
A Company

Printing service order information systems sometimes experience problems in completing running business processes including, frequent loss and inaccuracy in registering orders from customers, often also losing order data from customers, recording orders often experience errors, resulting inaccurate reporting of order data. A computerized ordering service information system will greatly help improve performance and accuracy in making reports on business processes running at a company. The existence of enterprise modeling of information systems ordering printing services with the TOGAF framework will be a method that greatly helps management make a decision that will synergize with the business process activities at the company. So that the objectives of the system can be achieved properly. The TOGAF framework can be a solution and will help to produce a system architecture design, a business process architecture, a technology architecture, a number of proposed business opportunity strategy proposals and an ongoing system change proposal.

Implementasi Analisis Proses Bisnis Sebagai Upaya Pengurangan Biaya

2019 ◽  
Vol 10 (1) ◽  
pp. 1-27
Author(s):  
Aniek Wijayanti
Keyword(s):  
Business Process ◽  
Cost Reduction ◽  
Process Analysis ◽  
Value Added ◽  
Added Value ◽  
Natural Material ◽  
Management Activity ◽  
Procurement Process ◽  
Material Procurement ◽  
The Cost

Business Process Analysis can be used to eliminate or reduce a waste cost caused by non value added activities that exist in a process. This research aims at evaluating activities carried out in the natural material procurement process in the PT XYZ, calculating the effectiveness of the process cycle, finding a way to improve the process management, and calculating the cost reduction that can achieved by activity management. A case study was the approach of this research. The researcher obtained research data throughout deep interviews with the staff who directly involved in the process, observation, and documentation of natural material procurement. The result of this study show that the effectiveness of the process cycle of natural material procurement in the factory reached as much as 87,1% for the sand material and 72% for the crushed stone. This indicates that the process still carry activities with no added value and still contain ineffective costs. Through the Business Process Mechanism, these non value added activities can be managed so that the process cycle becomes more efficient and cost effectiveness is achieved. The result of the effective cycle calculation after the management activities implementation is 100%. This means that the cost of natural material procurement process has become effective. The result of calculation of the estimated cost reduction as a result of management activity is as much as Rp249.026.635,90 per year.

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