Global Organization Technology for Business Process Order Instructions: How critical is technology to any strategy for business process integration in a global organization?
As I had mentioned at the beginning, thus paper is a continue paper, this week the writer will add 3 pages to the previous parts written in the past weeks. the writer will respond to the questions below base on the instructions and then add to the revised paper from 112227 and 112256. In 112256, I have uploaded a paper with comments from the prof, first the writer has to make those revision accordingly and then add this 3 pages to that same paper using the template previously uploaded at the beginning of this paper 2 weeks ago. It is critical that the writer pay attention to details especially APA as the Prof is very serious about it and will take out points just for that.
The are 3 main points to discuss in this next 3 pages and the writer must clearly articulate those points in the paper using APA 6th edition throughout the entire paper.
The journal article “Is Business Process Integration Feasible?” provides a detailed analysis of one organization’s experiences in using IT structures to integrate business processes. Evaluate the strategy adopted by the organization and analyze the problems involved in the implementation and how they were overcome. Consider the relevance of the conclusions that can be drawn from this case study to other organizations, including your own, in the context of developing a strategy for business process integration.
Consider the following questions as you continue to work on your Praxis Paper, due next week:
•How critical is technology to any strategy for business process integration in a global organization?
•What are the problems facing a traditional asset-driven supply chain planning to convert to becoming a customer-driven value chain?
•Is business process integration feasible and, if so, what lessons can be learned from the case study that would be applicable to any organization planning a strategy of business process integration?
Global Organization Technology for Business Process Resources
Articles
•Cagliano, R., Caniato, F., & Spina, S. (2006). The linkage between supply chain integration and manufacturing improvement programmes. International Journal of Operations & Production Management, 26 (3/4). Retrieved from ABI/INFORM Global database.
This article offers empirical evidence to suggest a relationship between supply chain integration dimensions and lean production programs.
•McAdam, R., & McCormack, D. (2001). Integrating business processes for global alignment and supply chain management. Business Process Management Journal, 7(2). Retrieved from ABI/INFORM Global database.
This article reviews the literature on business process integration and supply chain integration and presents case studies on three well-known companies.
•Themistocleous, M., & Corbitt, G. (2006). Is business process integration feasible? Journal of Enterprise Information Management, 19(4). Retrieved from ABI/INFORM Global database.
In this article, an ongoing project is used to explain the importance of business processes redesign in the development of a globally integrated IT infrastructure.
Web Site
•Zhu, J., Tian, Z., Li, T., Sun, W., Ye, S., Ding, W., et al. (2004). Model-driven business process integration and management: A case study with the Bank SinoPac regional service platform. IBM Journal of Research and Development, 48(5/6), 649-669. Retrieved from ABI/INFORM Global database.
This article demonstrates how each key business process integration and solution development phase was carried out and guided by business process modeling by the IBM China Research Laboratory.
Global Organization Technology for Business Process Sample Answer
How critical is technology to any strategy for business process integration in a global organization?
In the management of a global organization, technology plays a major role in several aspects of the day to day operations. In the paragraphs below the different ways in which technology is critical will be illustrated. By virtue of being global, such an organization will definitely operate on a much wider scale and scope with respect to its internal and external business environment. Internally technology plays a role in human resource management, internal communication, production and also financial management. In the external business environment technology plays an important role in distribution, marketing, communication and also transaction support among others (McAdam and McCormack, 2001).
An organization operating globally has a much larger quantity of employees and this means that the different staffing processes have to be done across two or more countries. With technology, it is possible to maintain uniform communications through different web-based applications. The hiring of staff internationally is also eased with technology and this facilitates the vetting of and interviewing of prospective candidates on internet communication platforms such as Skype. With different types of proprietary technology it is also possible to monitor in real-time the progress of workers in different branches that the organization may have (Zhu et al, 2004).
Production is another process that heavily relies on and benefits from technology for global organizations. Whether it is the manufacture of a commodity or the delivery of a service, information can trickle down from the headquarters to the regional branches of an organization and this helps in ensuring a high standard of quality being delivered to the market. Manufacturing technology for instance makes it possible for the Coca-Cola company to produce the exact same quality of soft-drinks regardless of the country the bottling plant is located in.
In the service industry, there is the example of international Hotel Chains like Mariott; customer specifications made in a previous property can be honored in a different branch across the borders due to the use of a centralized database. The airline industry is another appropriate example of how technology facilitates the processes of international organizations. Customers can make bookings remotely have their payments done online and they are always assured that the flight will go as planned. The synchrony allows for the smooth operations of international airports which would be otherwise chaotic in the absence of centralized reservation systems.
What are the problems facing a traditional asset-driven supply chain planning to convert to becoming a customer-driven value chain?
The main problems facing a traditional asset-driven supply chain is the wide scope of changes that need to be made both in-house as well as externally. Internally, this implies the purchase of and installation of a proprietary system that will be used to manage the inventory. The current model is likely to be relevant to the current form of management. This is also simpler for the employees who rely on it to guide them in their day to day operations. The increased costs will, therefore, be further inflated by the potential cost of training the employees and time lost during training sessions.
Another challenge is the fact that the customer-driven value chain is more time conscious and is likely to involve the services of a third party in the investigation of a customer’s value system. Furthermore, the fact that it applies subjectively means that more resources will be used in adjusting to the needs of individual customers. Production will no-longer be a uniform process.
Given that asset driven supply chains are straightforward and based solely on transactions, there is also the challenge of potential instability for the organization since operations will be pegged on a potentially wide range of customer value systems. The new approach to processes is therefore seen as hit and miss unlike the current system which has been proven to deliver results (Caligano et al, 2006).
Is business process integration feasible and, if so, what lessons can be learned from the case study that would be applicable to any organization planning a strategy of business process integration
Based on the experiences of this organization it is evident that business process integration is indeed feasible. However it is important to note that this can only apply to a similar organization operating in the same industry, economy and also competitive environment (Themistocleous and Corbitt, 2006). This is to say that it is not necessarily feasible for all organizations. Organizations that deal in the provision of necessities such as food items on a large scale may for instance not find this to be feasible.
In the case of Romano’s Car Rentals, business process integration could be really beneficial especially in light of the fact that the product here is essentially a service. Individuals who rent the vehicles have different parameters that they use to gauge the quality of the service they receive. Catering to these needs diligently as opposed to offering what is available is a sure way of increasing the firm’s turnover and profits due to more sales and also less wastage of resources. Any organization that plans to do business process integration should therefore consider the industry it is operating in, the type of customer and also their quantity.
Global Organization Technology for Business Process References
Cagliano, R., Caniato, F., & Spina, S. (2006). The linkage between supply chain integration and manufacturing improvement programmes. International Journal of Operations & Production Management, 26 (3/4). Retrieved from ABI/INFORM Global database. Doi: doi: http://dx.doi.org/10.1108/01443571111111937
McAdam, R., & McCormack, D. (2001). Integrating business processes for global alignment and supply chain management. Business Process Management Journal, 7(2). Retrieved from ABI/INFORM Global database DOI: http://dx.doi.org/10.1108/14637150110389696
Themistocleous, M., & Corbitt, G. (2006). Is business process integration feasible? Journal of Enterprise Information Management, 19(4). DOI: http://dx.doi.org/10.1108/17410390610678340 Zhu, J., Tian, Z., Li, T., Sun, W., Ye, S., Ding, W., et al. (2004). Model-driven business process integration and management: A case study with the Bank SinoPac regional service platform. IBM Journal of Research and Development, 48(5/6), 649-669. DOI 10.1109/ITMC.2012.6306413
