• 한국유통학회지:유통연구
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• 제6권1호
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• pp.22-35
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• 2001

The focus of Business Process Re-engineering (BPR) has been extended to inter-business process that cuts across independent companies. Combined with Supply Chain Management (SCM), inter-business process reengineering (IBPR) focuses on synchronization of business activities among trading partners to achieve performance improvements in inventory management and cycle time. This paper reviews the business process reengineering movement from the historical perspective and presents a case of inter-business process reengineering using the latest internet-based Business-to- Business (B2B) technology based on Collaborative Planning, Forecasting, and Replenishment (CPFR). The case demonstrates how CPFR technology reengineers the distribution process between Heineken USA and its distributors. As world's first implementor of web-based collaborative planning system, Heineken USA reduces cycle time from determining the customer need to delivery of the need by 50% and increases sales revenue by 10％. B2B commerce on the internet is predicted to grow from $90 billion in 1999 to $2.0 trillion in 2003. This paper provides the management with the bench-marking case on inter-business process reengineering using B2B e-commerce technology.

• 한국컴퓨터정보학회논문지
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• 제23권11호
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• pp.103-109
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• 2018

This paper presents an idea and framework to automate a full cycle business process management and re-engineering by integrating traditional business process management systems, process mining, data mining, machine learning, and simulation. We build our framework on the cloud-based platform such that various data sources can be incorporated. We design our systems to be extensible so that not only beneficial for practitioners of BPM, but also for researchers. Our framework can be used as a test bed for researchers without the complication of system integration. The automation of redesigning phase and selecting a baseline process model for deployment are the two main contributions of this study. In the redesigning phase, we deal with both the analysis of the existing process model and what-if analysis on how to improve the process at the same time, Additionally, improving a business process can be applied in a case by case basis that needs a lot of trial and error and huge data. In selecting the baseline process model, we need to compare many probable routes of business execution and calculate the most efficient one in respect to production cost and execution time. We also discuss the challenges and limitation of the framework, including the systems adoptability, technical difficulties and human factors.

• The Journal of Asian Finance, Economics and Business
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• 제8권10호
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• pp.87-95
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• 2021

This study aims to demonstrate the impact of BPR in reducing cost in international business organizations by analyzing the impact of decentralization, re-engineering organizational structures, re-engineering human resources, industrial process technology, improving total quality standards, and value engineering. The study population includes all the international business organizations operating in the Middle East, with the condition that they operate in at least four countries. The results showed that there is a significant effect of all dimensions of BPR in reducing costs in international business organizations operating in the Middle East. When studying the impact of the dimensions combined, the moral effect appeared at each processes (decentralization, re-engineering of human resources and industrial process technology), while the moral effect did not appear in (rebuilding organizational structures, improving total quality standards, and value engineering). This does not negate the importance of the impact of these dimensions, but rather shows a disparity between dimensions in reducing cost, when studying its combined effect. The study recommends that organizations should adopt modern management accounting methods, including value engineering, in order to identify and enhance activities that add value to the organization's operations, as well as identify and eliminate non-value adding activities, in order to reduce costs.

• 한국CDE학회논문집
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• 제15권3호
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• pp.204-211
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• 2010

Recently, business process management has become an important concept to define and execute business process. During the execution of the collaborative business processes defined by the consensus with manufacturing enterprises, a lot of variations can be occurred by various internal and external factors related to business. From this reason, manufacturing enterprises have tried to seek for a technology to define and execute the collaborative business process systematically under the dynamic situations approving process variation. This study defines the collaborative business process among manufacturing enterprises at first and proposes its execution technology under the dynamic situations. Here, the proposed execution technology includes the authority management of each process, sub-process, and activity for security, the forced execution of the incomplete process containing the undefined sub-process, the re-execution in a certain range of business process for correcting errors, and the dynamic selection of sub-process. Furthermore, this study implements a prototype system to check the validity of its application under the dynamic situations.

• The Journal of Asian Finance, Economics and Business
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• 제9권5호
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• pp.239-250
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• 2022

A business's Enterprise Resource Planning (ERP) solution is software that fully integrates the services that businesses require, continuously updates business processes and department operations in real-time, and so aids in the successful management of enterprise resources. Previously, ERP solutions were often deployed for large enterprises, but along with the strong digital transformation process, many small and medium enterprises have been deploying Cloud ERP (CERP) solutions. The objective of the study is to measure the factors affecting the successful implementation of CERP solutions at small and medium enterprises and the impact of successful implementation of CERP solutions on business process re-engineering and enterprise performance. Using a quantitative method based on data collected from 230 small and medium enterprises in Vietnam that have been implementing CERP solutions, the results show that there are 5 factors affecting, which are Organizational ERP Strategic, Top management Commitment, Data Security, Training in ERP Projects, Organizational Culture. Research results also show that Successful implementation of CERP has a direct impact on business process re-engineering and business performance. Based on the results, the study has made a number of policy implications in the successful implementation of CERP towards re-engineering business processes to improve the performance of small and medium enterprises.

• 산업경영시스템학회지
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• 제33권1호
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• pp.17-23
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• 2010

The corporate R&D(Research and Development) has a primary role of new product development and its potential is the most crucial factor to estimate corporate future value. However, its systemic inadequacies and inefficiencies, the shorten product life-cycle to satisfy customer needs, the global operations by outsourcing strategy, and the reduction of product cost, are starting to expose to R&D business processes. The three-phased execution strategy for R&D innovation is introduced to establish master plan for new R&D model. From information technology point of view, PLM(Product Life-cycle Management) is one of the business total solutions in product development area. It is not a system, but the strategic business approach that collaboratively manage the product from beginning stage to end of life in all business areas PLM functions and capabilities are usually used as references to re-design new R&D process. BPA(Business Process Assessment) and 5DP(Design Parameters) in PI6sigma developed by Samsung SDS Consulting division are introduced to establish R&D master plan and re-design process respectively. This research provides a case study for R&D process innovation. How process assessment and PMM(Process Maturity Model) can be applied in business processes, and also it explains process re-design by 5DP method.

• 산업공학
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• 제18권2호
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• pp.193-204
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• 2005

The modeling of business processes is key component of any improvement or re-engineering endeavor. Present trends of business modeling methodologies are to include the social context of an organization. Although various methodologies have been developed specially for the business process field and have a social context, it is not in terms of goals and customers, but processes, activities, and tasks. We describe our stance on business process modeling, based on the viewpoint of goal and customer. First, we formalize a goal-oriented business process model and its evaluation mechanism. Second, we propose a methodology of business process modeling, which starts from perceiving and describing interactions between organization and customer from the customer's viewpoint.

• 인터넷정보학회논문지
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• 제9권2호
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• pp.139-145
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• 2008

CRM(Customer Relationship Management)은 비즈니스 환경에서 기업의 이익과 경쟁적 우위를 차지할 수 있도록 하는 비즈니스 전략이다. 기업의 고객 응대 기법으로는 인터넷, E-mail, SMS(Short Message Service), 텔레포니 서비스, DM(Direct Mail)이 이용되고 있다. 최근 수익성 모델 향상을 위한 노력으로 기존 고객의 이탈 방지 및 유지, 신규 고객의 가입 및 유지를 통한 비즈니스 모델을 다각화하고 있다. 또한 고객의 최초 접점이 될 수 있는 CRM 센터의 업무 프로세스 재설계(Business Process Re-engineering), 업무 프로세스 관리(Business Process Management)가 빈번하게 발생하고 있다. 본 논문에서는 고객응대 CRM 모델 구축시의 고려 사항을 제시하고 콜 객체 라우팅(Call Object Routing)을 위한 에이젼트(Agent)를 제안하고 구현 및 성능평가를 하였다. 제안한 모델은 대 고객 응대 CRM 모델로 효율적으로 이용될 수 있다.

• 한국전자거래학회:학술대회논문집
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• 한국전자거래학회 2001년도 International Conference CALS/EC KOREA
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• pp.277-288
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• 2001

Nowadays, for the competitive power of an enterprise, there are many attempts to implement information system that could support business innovation by business process re-engineering. However, there is no effort to standardize the core business processes of enterprise based on standards of data, documents. These facts make it difficult to introduce and implement enterprise information system designed by business processes of the higher level. Therefore, standardization of business process by analyzing the functionality and relationships among them are important and necessary. The results of our research are summarized as process-driven standardization (standardization of core business processes) and development of a repository. In process-driven standardization, we proposed the reference model by analyzing the business processes of the leading enterprises for core business processes. The reference model focuses on core business processes, such as sales management, procurement management, production management, logistics management, and customer support in manufacturing industry. We developed a knowledge-based system as a repository for a integrated management system of business process. And this repository was built up web-based system for the purpose of both reference and management.

• 산업경영시스템학회지
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• 제19권37호
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• pp.53-61
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• 1996

Recently the business transformaton of a company is achieved through the business process re-design and total quality management concept. This paper focused on the decision of the critical measurement point(CMP) for maximizing the effectiveness of the business process reengineering. In general, the types of business processes can be classified into two kinds, serial processes with IPO(input/process/output) type and non-serial processes with workflow type. The traditional method of selecting the CMP relies on the experiences and intuitions of the process owners. We suggest a mathematical method for more objective selection of CMP by using Dynamic Programming.