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Sample MRO Procurement process
Source publication
In formulating e-business strategies enabled by the Internet and WWW, parallels can be drawn from the viewpoint on process enabled by desktop and centralized computing in the 1990s, and that of present day. In this paper, the cornerstone of 1990s thinking on process, Hammer and Champy's nine best practices, are analyzed to apply for e-business proc...
Contexts in source publication
Context 1
... following MRO procurement process discussed by Keen and McDonald [2000] highlights how an e-process management model supports mass customization, as different from a traditional business process model. Figure 1 illustrates the traditional view of a material requisition process. The requestor submits the request for supplies to the purchasing department, which sends out a request for proposal to locate a supplier. ...
Context 2
... re-engineering best practice eschews that notion and instead calls for emphasizing results and outcomes of the tasks, not the tasks themselves. Regarding the procurement process in Figure 1, a re-engineering design calls for one worker from purchasing to request proposal, bid, and generate purchase order, rather than have separate, specialized workers perform each task. In Figure 2 (e-process management perspective), standard requests, bids, and purchase orders are not processed manually, but rather using business rules. ...
Citations
... Firms that adopted the traditional way of doing business could not operate during the COVID-19 measures. To be successful in an uncertain and competitive business environment, organizations should devise strategies to innovate their technologies to facilitate internal knowledge transfer and adapt their e-business management to integrate internationally based systems into their operations (Kim & Ramkaran, 2004;Zhu & Kraemer, 2002;Martin et al, 2011). ...
... petitive environment (Isaías, P., Carvalho, L. C., Junior, N. C., & Cassundé, F. R. 2019) In the last twenty years, e-business management have rapidly growth its importance and many researches are completed in e-business technologies and management of those technologies (Ghobakhloo & Tang, 2011). During COVID-19, companies realized that they must adapt digital transformation and continuous update and innovation of their technologies in order to integrate all organization activities successfully (Attila, 2022; Kim & Ramkaran, 2004) and use e-business management methods to establish long term relationship among business units to sustain competitive advantage in environmental uncertainties (Zhu & Kraemer, 2002;Martin et al, 2011). Thereupon, e-business management supports companies in digital transformation while integrating relations among departments, units, customers and help firms to manage their activities effectively then create value added products or services (Attila, 2022). ...
... At the same time, following new coming technologies and adapting them to business procedures become inevitable during COVID-19. That is, e-business management technologies are adapted and used by companies (Attila, 2022; Kim & Ramkaran, 2004) and those companies reach their strategic goals and become successful in an uncertain business environment (Ghobakhloo & Tang, 2011). ...
Tue to technological developments and Covid-19 pandemic, a highly competitive business environment was established. It becomes more important for organizations to know their customers and partners in this environment. As known during Covid-19 pandemic all potential customers of companies stayed at home. These circumstances bring up how adaptation of electronic business technologies are essential for firms. Setting up new high technologies creates new concept e-business management. This concept proves that if companies cannot manage the adaptation process systematically , it will be waste of resources and time for that company. As a result, most of the organizations produce researches and contribute to the literature to adapt to e-business technologies. The main purpose of this article is to review the existed e-business management literature and to make a critical examination of research based on the last five year.
... The fundamental rethinking and drastic rebuilding of business processes to achieve dramatic improvements in essential modern performance measures such as budget, quality, service, and efficiency. [15] 7. ...
Purpose: The core aim of this article is to study the influence of E-Business Processes of foodservice companies on increasing food security.
Objectives: To study the theoretical background of the creation of foodservice business processes; describe their function in the production cycle; evaluate foodservice predictors; to understand the framework on how the business processes grounded on digital technologies which have positive impact on food security.
Methodology: This paper is based on a variety of existing research on E-Business Processes in the Food Service Industry. The research employed secondary data from a literature analysis of journal publications.
Findings: The development and modernisation of digital business process management principle, as well as the intricate performance of all structural elements of the food business, including information and computer technological progressions, all helps in contributing to the firms’ catering processes that are carried out efficaciously.
Originality: In the concept of production and management, the paper mentions the business process and its attributes. The study analyses the various forms and attributes of business processes in the sphere of food services, as well as their content and objectives. The researcher aims to investigate the role of modernization of business processes in the system and management process, as well as the influence on the key outcomes that define successful service market activity. The study contains foodservice industry information with its trends and issues.
Value: The study proposes a series of tech methods to enhance the business processes of foodservice companies, with a beneficial influence on food security.
Type of paper: Conceptual Research Paper.
... The fundamental rethinking and drastic rebuilding of business processes to achieve dramatic improvements in essential modern performance measures such as budget, quality, service, and efficiency. [15] 7. ...
... The flattening of the hierarchical structure through decreased centralization, decreased formalization and decreased vertical differentiation is considered to be a key structural risk factor that needs to be addressed for a successful deployment of enterprise software products. It serves as a main indicator that an enterprise has transformed its organization into a process-oriented organic organization that brings managers closer to the customers and enables a more efficient and effective execution of work tasks in the IT age (Kim & Ramkaran, 2003). The lack of such process-oriented transformation leads to the conclusion that at its core even the group of enterprises that predominantly invest in international enterprise software products continue to function as classic Smith and Taylor type organizations with questionable long term sustainability (Chofreh et al., 2018). ...
Implementation, deployment and maintenance of enterprise software pre-configured products are one of the key challenges managers need to address in order to stay competitive in the never ending search to find better ways of conducting business. In the literature there are discovered two general approaches through which managers can use for a successful implementation, deployment and maintenance of enterprise software products. First approach is based on the internal re-deployment of the managerial practices that are already used to manage other fields in the enterprise. Second – the deployment of “world-wide” industry “best practices” that international vendors of enterprise software and their local representatives sell as part of their pre-configured software products. This paper presents a novel model that enables enterprises to systematically evaluate the fit between their specific organizational characteristics and the organizational characteristics complementary with successful deployment of international pre-configured enterprise software products. The proposed model is tested through a comparison of two groups of enter-prises from the population of 1000 biggest enterprises in Slovenia. The first group mostly invests in local, while the second group mostly invests in international enterprise software products. The paper finds that on average there are significant and relevant differences in 44% of the examined organizational characteristics between the groups of enterprises that mostly invest in international or local enterprise software products. The model serves as a comprehensive organizational risk checklist for enterprises that are about to invest in enterprise software products.
... management' best Practices and its linkage to BPR need to be further explored. (Kim and Ramkaran, 2004) [31]. (Seebacher, 2002) [51] points out that BPR must be flexible to suit and integrate processes optimally; in the present changing dimensions of cyber-commerce and ebusiness solutions while technology drives the micro and macroeconomic factors. ...
... management' best Practices and its linkage to BPR need to be further explored. (Kim and Ramkaran, 2004) [31]. (Seebacher, 2002) [51] points out that BPR must be flexible to suit and integrate processes optimally; in the present changing dimensions of cyber-commerce and ebusiness solutions while technology drives the micro and macroeconomic factors. ...
... Therefore, an organization which uses ICT to strengthen its competitive advantage must develop effective and efficient information system (IS) capability (Ross, Beath and Goodhue, 1996). Ebusiness is critical to technological innovation strategy, because it integrates internet based systems with core business that potentially affects the whole business ( Kim and Ramkaran, 2004;Xie and Johnston, 2004). Berman and Hagan (2006) argued that, "innovation is now critical to sustained growth, and increasingly happens at the intersection of market insight and technological know-how". ...
Executive summary IKEA is a global business leader in terms of household products. This position is the result of a combined effort of the different departments of IKEA. Among them, information and communication technology (ICT) is playing a crucial role. The main focus of this particular case assignment is the use of ICT by IKEA customers for shopping purposes. It was found that customers can use IKEA website, IKEA Store, IKEA Catalog and IKEA Place in order to fulfill that purpose. It is also possible to shop from IKEA by either visiting its department stores or from any convenient location. After analyzing all the options it was found that IKEA should take an initiative to add new value for those customers who are tech lovers but still wants to visit their department stores, by introducing the 'smart store' concept. This concept will come into reality by the utilization of augmented reality (AR) and radio frequency identification (RFID) technology.
... Route adopted may be constrained by the creativity and imagination of the BPR team. The time scale to achieve fundamental change may extend beyond the lifetime of the change requirement apparently in projects aiming at changing business strategies, but with the result of updating information systems infrastructures (Kim and Ramkaran, 2004). ...
Business Process Reengineering is kind of complex process that helps an organization to bring in radical necessary changes. This paper discuss about the major factors that affects reengineering process. A study on effect of human behavioral factors, Management commitment and change management, strategic alignments, critical factors influences like time, cost, quality and flexibility, internal and external factors driving BPR, cost consideration and downsizing are studied. These factors will help to develop the framework for the implementation of the Business Process Re-engineering which is part of the future work to be carried out.
... Next, some corroborations about the veracity of the framework have been provided by applying it to a real-world context. This approach correlates with previous research on emerging managerial phenomenon involving technological advances (see Kim and Ramkaran, 2004;Niehaves and Plattfaut 2011;Caputo et al., 2016). Indeed, studies analyzing the impact of contemporary technological advances on managerial practices may provide stronger evidence by using cases from leading organizations (Caputo et al.,216). ...
The aim of this research is to explore the effect of Big Data Analytics capable Business Process Management Systems (BDA capable BPMS) on ambidextrous organizations' agility. The ways in which the functionalities of BDA capable BPMS may improve organizational dynamism and reactiveness will be explored.
A theoretical analysis of the potential of BDA capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed.
The research proposes a framework highlighting the importance of BDA capable BPMS in increasing ambidextrous organizations' agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management.
The value of the proposed framework can be found in its ability to help managers to fully understand and exploit the potentiality of BDA capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Accordincly, the research offers a model to interpret the effects of BDA capable BPMS on ambidextrous organizations' agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations' agility.
... Мартин исследовали наи-лучшие практики моделирования бизнес-процес-са для электронного бизнеса [Dufresne T., Martin J., 2003]. Х. М. Ким и Р. Рэмкаран проанализировали лучшие методы управления процессами элек-тронной коммерции при реинжиниринге бизнес-процесса [Kim H. M., Ramkaran R., 2004]. А. Бэзу и А. Кумар рассматривали проблемы управле-ния технологическим процессом в электронном бизнесе [Basu A., Kumar A., 2002]. ...
... Within only few years, e-business (electronic business) has considerably emerged as one of the most active research areas in the field of information systems (ISs) (Ghobakhloo and Tang, 2011). E-business is critical to technological innovation strategy, since it integrates internet-based systems with core business potentially affecting the whole business (Kim and Ramkaran, 2004). It enables firms to use the internet to search for and share information, enhance how they purchase or facilitate transactions, improve customer services and strengthen supplier integration (Zhu and Kraemer, 2002;Martin et al., 2011). ...
Purpose
– The purpose of this paper is to propose and empirically test a unified framework that captures the antecedents of e-business implementation, that is; organizational factors which is decomposed into organizational capabilities (training availability, technical expertise, knowledge level), knowledge management capabilities (knowledge acquisition, application, and sharing), adhocracy culture, and top management support, e-business implementation, and organizational performance (efficiency, sales performance, customer satisfaction, relationship development).
Design/methodology/approach
– Data from a survey of 258 top managers in Saudi Arabian enterprises were collected to empirically test the proposed research model. Additionally, the statistical techniques employed included a confirmatory factor analysis to examine the reliability and validity of the measurement model, and structural equation modeling using AMOS is utilized to test the hypotheses.
Findings
– The findings of this study suggest that organizational factors influence e-business implementation. Moreover, e-business implementation affects organizational performance.
Research limitations/implications
– This study did not investigate all organizational factors and knowledge management processes. Future research could assess the influence of additional factors such as technology and environment contexts on e-business implementation.
Practical implications
– Owners/managers considering e-business implementation would be best to focus on internal (organizational) factors and their interaction within and beyond the organization, rather than focussing exclusively on technological considerations.
Originality/value
– This study is significant for at least two reasons: it determines the key antecedents to successful business implementation based on organizational factors and it helps to understand the effects of e-business implementation on organizational performance.
