The development of enterprise resource planning (ERP) packages has created an opportunity to re‐engineer supply chains within and beyond the organizational scope. Most notably, SAP R/3 has been widely implemented to create value‐oriented supply chains that enable a high level of integration,...

This paper presents a holistic review of the literature related to business process re‐engineering (BPR). It reviews some definitions of BPR and clarifies confusion around its concepts, traces the evolution of BPR and identifies its main drivers, and discusses issues of integrating BPR with...

Discusses the concept of business process management as an approach which relies on cross‐functional contributions to organizational performance. Presents arguments on the importance of “hard” and “soft” elements which are all required for determining effective competitiveness. A...

This paper provides a holistic view of the Business Process Re‐engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of...

Clarifies the link between strategic tools such as benchmarking and business process re‐engineering. Explains the workings of each concept, presents a case example and finishes off by presenting a model of integrated quality management, where the two powerful tools can be used in total harmony.

Business process re‐engineering (BPR) is the latest addition to the armoury of management techniques available. BPR purports to produce quantum improvements in performance by radically redesigning organizational processes. There is, however, some confusion as to what exactly constitutes BPR...

Business process re‐engineering (BPR) was first introduced in 1990 by Hammer and Davenport and Short. In these articles, the authors outlined a ew approach to the management of processes which, it was claimed, was producing radical improvements in performance. These articles were quickly...

Presents evidence from a survey conducted in four industrial sectors (health care, public, service and manufacturing), in order to: ascertain the level of understanding, usage and also the degree of effectiveness of the business process re‐engineering (BPR) concept in all the sectors concerned;...