Effects Of Business Process Reengineering

Productivity and Performance Effects of Business Process Reengineering: A Firm-Level Analysis

BPR ranked as one of the top discussion point among CIOs in the 1990s due to it’s promise of breakthrough improvements. But the initial excitement was marred by a series of failure cases.BPR has again gained importance in practice due to the recent developments like organizational restructuring for ERP implementation ,quality improvement programs and business restructuring for ecommerce.

In recent times firms are facing a highly competitive environment with high consumer expectations. In this environment it is very important to have sound processes to achieve flexibility and above average business performance. To this effect reengineering has become

These are central the business process reengineering project .

To successfully implement business process reengineering and use any organizational skills, it requires belief and management by objective to plan and promote policies and strategies. Readiness to implement reengineering greatly reduces the resistance to change. Readiness of the firm depends greatly on the commitment of the firms to imple ment the project and also on the competency of the personnel. So firms with established change management protocols find it comparatively easier to implement BPR projects.

BPR will be of great benefit to the organization if proper management of the implementation phase is done . Also participation of senior management is Key to successful BPR project. Under the present circumstances, in-depth research will reveal "Content" and details of "how" the implementation of business process reengineering. Detailed knowledge in this area, is still a lacking of practical experience and benefits businesses get by involving Managers in the BPR

Do so the efficiency of the processes increase while costs decrease without compromising customer satisfaction.

SCOR Model

Supply Chain Reference Model, by the Supply Chain Council launched in 1996, is the standard model of the supply chain Processes and are used similarly as the ISO in Process documentation within the enterprise. It integrates logistics management and performance measurement technologies into a configurable framework with cross-functional constituent elements- Business processes, metrics, best practices, and suggested actions that can be used as a common language for describing supply chain and corporate communications between them.

The SCOR model views the supply chain from the supplier’s supplier to the customer’s customer with the manufacturing unit as the central piece of the model. It segregates the supply chain processes in five different business processes, planning, procurement, manufacturing and delivery.

SCOR is not only beneficial in supply chain planning activities but also helps measure supply chain performance using the indicators outlined in the SCOR