Process Orientation
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For this paper, the writer has to use the template use for my previous papers of past week in business. The writer has to make sure she follows the template strictly including and abstract page, headers as in the template and also [age numbers following APA 6th edition format. The paper has to be 5 full pages minimum excluding title and reference pages. The references must also contain the doi for all articles where require.
Process Integration Case Study
In today’s unpredictable global business environment, organizations must be laterally integrated so that customer requirements are accurately translated into the designs, products and services. However, changing a traditional organization to a process-centric model can prove to be a complex and challenging task.
McAdam and McCormack state, “Organisation structures change to suit their environment and to enable strategic decisions.” (McAdam & McCormack, 2001)
• How well is McAdam and McCormack’s proposition borne out by the evidence from the various companies they surveyed, and in particular from Nortel Networks?
• To what extent does the evidence assembled by Cagliano, Caniato, and Spina suggest that, to be successful, external integration strategies need to be supported by internal integration within the firm?
What lessons does this have for the businesses discussed by McAdam and McCormack?
Using the above case studies as a jumping-off point for further inquiry, identify key areas in which supply chain management can be influenced by business process integration and management. Your task is to prepare a 5 page paper using the resources and at least two other peer-reviewed practitioner or scholarly resources, fully documented and cited in APA format. Make sure you include the doi of any article use.
Resources
Course Text
• Handbook of Global Supply Chain Management
o Chapter 7, “Process Orientation”
This chapter delves into the meaning of process as applied to the organization. The elements within a process-oriented organization are covered as well as the steps for designing the process-oriented organization. Finally, issues of process measurement, analysis, and development are presented.
Chapter 11, “Integrated Logistics Management”
This chapter examines the integration of the logistics management function within an organization. Integrated logistics management requires the joining of logistics business processes within the supply chain. The context of integrated logistics is viewed in relation to a global supply chain and a framework and guidelines are presented.
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.
SAMPLE ANSWER
Introduction
Nowadays, because of technology businesses are changing the way they conduct their businesses. Technology, even though has brought many changes, it has also contributed to a number of challenges in running business. Integration and orientation of new business models has as well become more challenging and complex in this era. Business process integration and management influences various business areas and one of them is supply chain management. The business framework consists of various aspects such as means and ways of operations, people, organization, data and system expected to balance and to work together for the achievement of the common goal. The author deliberates on various aspects relating to process integration by identifying areas that business process integration and management can influence supply chain management. McAdam and McCormack propositions are as well integrated in the discussion as we as evidence by Cagliano, Caniato, and Spina as well as lesson learned.
In any organization and especially in management of supply chain, all stakeholders should work together to achieve common goal. For this to be achieved, they need to have a plan and control mechanisms of business process integrated. The case study of Nortel Networks Corporations that focused on supply chain integration and market repositioning indicated that companies gained a competitive edge by integrating their supply chain processes (McAdam & McCormack, 2001).
Any supply chain management that can be successful is that that does not manage individual functions but rather integrates all activities into key supply chain processes. In the modern world today, businesses must remain agile and flexible. This will ensure that the company manages to deal with the current dynamic and ever changing environments of doing business. Nowadays, products and services keep on changing and it becomes important for any company or organization to always meet the expectations and requirements of customers. Customers have as well become flexible and they will buy the products or services that meet their needs. Therefore, the concept of Business process management (BPM) comes into play as entities seek to meet and address the needs of the ever-changing customer perspectives.
Having basic knowledge and understanding of the functioning of supply chain strategies and their association with internal manufacturing is essential (Caglianoi, Caniato & Spina, 2006). If proper integration of external strategies is lacking, it is definitely going to be hard to achieve successful internal integration in a company. This, therefore, means that, the people responsible must ensure that all the stakeholders and issues affecting supply chain management are put into consideration. Businesses as well should not put their focus on process integration only by looking at the internal point of view. This is as well highlighted in the McAdam and McCormack study. Avoiding this will help the supply chain management processes consider external forces that may affect negatively on the achievement of the goals and objectives of the organization.
Business management processes is a technique that have found its applicability in business. The concept involves use of IT supported business operations to manage and execute business strategies from a business expert and not technical perspective. Methods, techniques help in designing, enacting control and in analyzing of the operational processes that involve, organizations, humans, documents, applications and other value source of information. Therefore, it gives a business an upper hand through the various insights in running and operating a business better.
In execution of business process, the business process management systems usually in application covers two layers including business processes and resources. The business is limited in terms of their capability or extend they can access to their own resources. It is important, that even if resources are available, parties with vested interest understand the different ways to retrieve information such as data warehousing and query processing. This means that not all information retrieved is appropriate and it become prudent to search relevant information that suits the context.
Organizational architecture varies from one another and is developed through processes to help entities manage effectively their transition challenges. Some architecture are based on four key aspects that make up their businesses. The major aspects include strategy, structure, communications and culture. Structure need to adapt new process that takes place in an organization. Strategy is the techniques that the entities have decided to adopt to enable them achieve their objectives. The strategy therefore should provide guideline on how and where the entity is going. Culture is the way the organization carries its daily activities and interacts with the stakeholders. Culture need to enable the entity to achieve its goals and objectives and should not be deterrence. Communication is yet another important aspect that any organization cannot do without. Effective communication creates cohesion and allows the stakeholders to work well to achieve the goals of the entity. Vision and missionand objectives of any entity are conveyed through communication (Gershon, 2009). Therefore, through effective communication, it is easy for an entity to achieve its goals and aims.
Organizations have different structures. Some have centralized departments while others have decentralized departments and this affects the decision making process. Centralized and decentralized departments provide a vital point for strategic managers to make decisions pertaining to their operations. Depending on the way the decisions are made, it is essential to ensure that parties in decision making agree to minimize any risks and complexities in their business operations.
Ontology based Business process management systems has one more layer that describes business processes and resources systematically. The major reason of the three-layered architecture in integrates business processes with different Business process management systems. They therefore, provide relevant services and functionalities of processes.
Different entities use different types of information systems such as CRM, ERP and Workflow Management in support of their execution of business processes (Cabral, Norton & Domingue, 2009). These information systems have the capability to store information or data on the previous transactions. Information stored is used as starting point for process mining (PM) and reverse business engineering (RBE). These two techniques help in analysis of process models and processes hence complement each other. Process mining helps to come up with similar types of analysis that includes execution of the processes, the organization model for a specific process and the areas that have bottlenecks (Cabral, Norton, and Domingue, 2009). On the other hand, reverse business-engineering focuses on scenario-based analysis using predefined business questions such as Continuous Improvement and As-Is-Analysis.
Semantic Web Services (SWS) technologies allow integration of various applications at semantic level (Hepp, Leymann, Wahler, and Fensel (2005). Furthermore, the technologies based ontologies provide scalable materials and ways for the machine-readable representation of knowledge. SWS furthermore, use SW technologies to support the automated discovery, composition, substitution and execution of software components such as Web services business process management is as well considered as natural application for SWS and SW technologies hence its implementation and adaptation is critical factor in many entities across the globe.
Benefits of Process Integration
Process integration is very important in these modern days. The environment of doing business keep on changing and it is important for the organizations structure to remain flexible. Integrating supply chain may be as well complex as it requires greater focus, hard work and commitment to ensure that internal and external process are integrated. When supply chain is integrated effectively, the company has an opportunity to accrue various benefits.
Some of the benefits of integrating supply chain include; the organization is able to reduce its inventory from 25 to 60. This is beneficial as it helps the organization to reduce its costs of operation hence increasing its profitability. The organization has as well the capability to make improvements in its fulfillment cycle from 30 to 50 percent (Varma, Pawan & Angelo, 2008). The company as well is able to improve in its forecast accuracy from 25 to 80 percent, reduces supply chain costs from 24 to 50 percent and improves in its overall productivity form 10 to 16 percent. Therefore, McAdam and McCormack surveys allow one to learn various lessons. It is important for entities to be flexible in their operations, as this will enable them to achieve their objectives. Situations of doing business keep on changing and this requires adjustments and flexibility.
Conclusion
Process integration is a concept that many organizations have embraced. The concept allows entities to improve in their operations as they liaise with the various stakeholders. The concept specifically has helps to improve supply chain managements of various organizations. The decision making process is as well improved with process integration hence adding value to the organization. McAdam and McCormack arguments and evidence from their surveys from Nortel Networks supports the need for structures to change to suit their environment and to help reach strategic decisions. It is also very important that internal and external integration strategies support each other to ensure achievement of objectives and goals. Therefore, this discussion enhances our understanding of the operations and the functioning of business more so when it comes to integration of processes.
References
Cabral, L., Norton, B. and Domingue, J. (2009). The business process modelling ontology. In: 4th International Workshop on Semantic Business Process Management (SBPM 2009), Workshop at ESWC 2009, 1 June 2009, Crete, Greece.
Cagliano, R., Caniato, F., and Spina, G. (2006). The linkage between supply chain integration and manufacturing improvement programs, International Journal of Operations & Production Management, Vol 26(3), pp282-299.
Gershon, Richard A (2009). Telecommunications and business strategy. New York: Routledge/Taylor and Francis Group.
McAdam, R., and McCormack (2001). Integrating business process for global alignment and supply chain management, Business Process Management Journal, Vol. 7(2) pp.113-130.
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