Electronic Resource Planning Solutions for Business Processes

Living IT infrastructures — An ontology-based approach to aligning IT infrastructure capacity and business needs

Introduction and motivation In the future, when the Internet of Things becomes reality, serialized data (typically RFID and/or barcode, based on EPCglobal, DOD/UID, and other standards) can potentially be stored in millions of data repositories worldwide. In fact, large data volumes of serialized information may be coming soon, as the global healthcare industry moves towards deploying anti-counterfeiting standards as soon as 2009. Such data will be sent to enterprise applications through the EPC network infrastructure. The data volume, message volume, communication, and applications with EPC network infrastructure will raise challenges to the scalability, security, extensibility, and communication of current IT infrastructure. Several architectures for EPC network infrastructure have been proposed. So far, most pilots have focused on the physical aspects of tag readings within a small network of companies. The lack of data quantifying the expected behavior of network message traffic within the future EPC network infrastructure is one of the obstacles inhibiting industry from moving to the next level. This chapter presents a simulator aimed at quantifying the message flows within various EPC network architectures in order to provide guidance for designing the architecture of a scalable and secure network. RFID/EPC technology enables the tracking of physical objects through their lifecycles without direct human involvement. Through the wide range of initiatives, such as the one with retail giants (Wal-Mart and Target), and those with the Food and Drug Administration (FDA), numerous state boards of pharmacy, aerospace companies (Airbus and Boeing), and the Department of Defense (DoD), RFID/EPC/UID has demonstrated its great value for business operation automation.

Patient-individual 3D-printing of drugs within a machine-learning-assisted closed-loop medication management – Design and first results of a feasibility study

CV. Titian Mandiri is an in-package drinking water manufacturer with brand name “Ciryo” locating in Karanganyar. The presence of problem indication results in inefficiency of proceeding business process, particularly in business process flow of production, warehouse, shipment, marketing, and financial divisions. This makes an analysis and evaluation on business process performance and integrated business process redesign conducted so that the company performance will be optimum. This study began with mapping business process in the form of flow diagram for identifying the company’s business activities. Then performance measurement was conducted based on model developed by Beamon (1999). This model analyzes three measurement variables: resource, process and output for finding out the factors resulting in inefficiency of the business process. Performance improvement was conducted by redesigning the business process procedure based on concept Business Process Reengineering. Basic steps of BPR involves rethink, redesign and retool. Standardization of the resulting business process based on cross-divisional activities interrelationship involves marketing, production, logistic, and financial modules. Based on redesign as a proposal for dealing with performance inhibition, it is used an integrated business process design for each module developed. Keywords : business process reengineering (BPR), integrated business process, performance measurement

In the article the features of the management implementation based on the process approach has defined. Existing types of business processes and their components has considered. It has been determined that effective management of the enterprise or business consists in exercising such influence on business processes in order to obtain the expected result. The relationship between the influence of enterprise business processes and the formation of a product value chain for customers has been researched. The differences in the concepts essence of business reengineering, business process redesign and business process improvement has analyzed. Four key elements of business process reengineering such as strategies, processes, technologies and people has highlighted. Furthermore, strategies and processes create the basis for the lucrative technology using and the redesign of the human activities system. The definition of all strategies should be carried out in relation to the development of the markets in which the enterprise operates. It is necessary to focus not on internal, but on external market opportunities. The strategy should be consistent with the company's vision, as well as internal and external constraints that determine the possible revision and strategies redefinition for further transformation. The main motives and reasons that induce enterprises to revise business processes and introduce reengineering as one of the ways to increase competitiveness have been identified. The principles on which the reengineering process based has determined. It has determined that the business process cannot be considered as a separate category without its integration into the enterprise activities. When developing an enterprise reengineering plan, all actions and measures should be linked to the enterprise strategic goals. The main types of reengineering like crisis, development, systematic, from scratch has investigated and the conditions has indicated. A comparative characteristic of traditional business processes and business processes after reengineering is carried out, the advantages that are created for the enterprise after redesigning business processes has determined.

Business Process Management is often associated with software to manage, control, and support operational processes. And in order to meet dynamic and new business needs with flexible information technology solutions, more and more enterprises intend to build their own IT infrastructure under Service Oriented Architecture. Currently analyzing and refining the existing business process models for configuring enterprise information system is a hot area of research. In our approach, we apply the process mining technology to the event logs to discover the scenarios, each of which mainly consists of task originators, sub-process (ordering of service invocations) and business objects. Based on composition of these scenarios, the enterprise is able to redesign the process models and combine closely the business process with the services provided by different application systems in SOA. When new business requirements emerge, solution designers can devise a flexibly composite process that makes the best use of existing scenarios and glue the scenarios together with least augmentation or modification.

PurposeThe purpose of this study is to examine both the separate effects and the interaction effects of business process improvement (BPI) and human resource enhancement (HRE) on operational performance in manufacturing firms and to examine the moderating effect of product life cycle (PLC).Design/methodology/approachThe conceptual model was based on the resource-based view, the dynamic capabilities perspective and contingency theory. Using survey data from 215 manufacturing companies and structural equation modeling, the hypothesized relationships were tested.FindingsThe empirical findings suggest that the performance implications of HRE and the interaction of HRE and BPI are contingent on PLC. HRE and its interaction with BPI have stronger effects on operational performance in the maturity stage than in the growth stage. The effect of BPI on operational performance is equally important in both stages of PLC.Practical implicationsThe results of this empirical study can help to guide manufacturing firms to enhance their performance through improvements in their business processes and human resources at the different life cycle stages of their products. First, firms should upgrade both their processes and people to keep pace with the changing business environment and to sustain their competitive advantage. Second, the performance implications of improving processes and people are contingent on PLC, which suggests that managers should emphasize different things according to their roles.Originality/valueA simultaneous examination of the performance implications of HRE and BPI practices and their contingencies reveals the roles that people and processes play in achieving organizational objectives. The results contribute to our understanding of how firms leverage their resource allocation between processes and people at different stages of PLC to effectively improve their performance.

REFINING RECONCILIATION PROCESS THROUGH SAKTI: AN APPLICATION OF BUSINESS PROCESS IMPROVEMENT ON GOVERNMENT ACCOUNTING IN REPUBLIC OF INDONESIASAKTI full module Implementation as an integrated government accounting system, bring significant changes on reconciliation business process for state financial transactions. MonSAKTI reconciliation business process requires an improvement to be able to maximize the reporting process and minimize reconciliation time process. This study uses Business Process Modelling and Notation (BPMN) diagram to analyze and evaluate business process as-is and business process to-be and Business Process Improvement (BPI) to reform and enhance the performance of to existing business processes. The result from analyzing and evaluating business process as-is and business process to-be is improvement on real value added process, lessen on business value added process and eliminate non value added process, so the processing time is down to 33,33% and system complexity score reduce to 19,30%.

Introduction. Uncertainty of the current economic and political situation in Ukraine, the consequences of the long-lasting COVID-19 pandemic, military invasion of the country caused changes in market conditions, caused increased competition in all sectors of the economy, which in turn affected business processes and created difficult conditions for their development. The purpose of the paper is to assess the competitive environment of the confectionery industry of Ukraine and study the strategic aspects of business processes of its leaders. Results. The positions of Ukrainian confectionery enterprises in the world and Ukrainian rankings are analyzed, the volumes of their activity are analyzed; the leader of the confectionery industry among the main competitors - the company “Roshen” was selected, the analysis of the microenvironment of the enterprise was carried out, the main competitive advantages and problems of its activity were investigated; the comparison of business processes of the leading company (managerial, main and supporting) with the key factors of success of the enterprise, identified problematic business processes that need to be improved in the strategic perspective. Conclusion. The Ukrainian confectionery market is represented by a large number of entities that meet consumer requirements. ROSHEN has the greatest competitive advantage among foreign companies in the Ukrainian confectionery market, which has a competitive strategy of “Maintaining market share and maintaining a leading position”. Constant changes in the external environment, growing uncertainty and risk in the operation of enterprises force them to look for new tools and methods to improve business processes in the strategic perspective. The article analyzes and highlights the main business processes of the leader of the confectionery industry of Ukraine, which need to be improved in the strategic perspective. Further research will be devoted to the choice of methods and tools for improving business processes.

BPS-Statistics of Aceh Province routinely carries out inflation press releases. The process of preparing the press release requires a lot of time. Besides, the inflation data published in this press release was referred to by various parties such as researchers, agencies, and the mass media. Thus, the quality of the data presented must be maintained. This study is aimed at finding a more effective and efficient press release preparation process while maintaining the quality of the inflation data presented. The method used is the Business Process Improvement (BPI) regarding the 12 streamlining tools until the proposed business process is found. Furthermore, a simulation is carried out between the initial business processes and the proposed business processes that are found. This simulation proves that the proposed business process can significantly reduce press release preparation time by up to 74%. The number of business process activities decreases from 14 activities to 9 activities. On the other hand, choosing one of the streamlining tools, namely automation, is expected to be able to maintain the quality of the inflation data presented. Through this study, researchers also found that the BPI method was proven to be able to recommend a more effective and efficient business process for press release preparation

This paper addresses specific concerns in the problems existing in IT infrastructure and application systems in Chinese garment enterprises by introducing service management and IT Infrastructure Library (ITIL) into IT management in enterprises. Total Cost of Ownership (TCO) of IT departments in enterprises can be reduced and all business be carried out effectively and efficiently by reengineering and optimizing current IT business processes as well as coordinating the operation between IT and business. In combination with a specific implementing case of ITSM in garment enterprises, this paper describes in detail the solution of implementing IT service management during the course of regulating and perfecting IT systems in enterprises step by step. The implementation of IT-Support project indicates the feasibility of this solution and shows that the measure is valuable at popularization and application.

Nowadays, organisations use business process management (BPM) around the world to maintain a competitive advantage related to their business processes (BP). In this sense, business process improvement implies often a challenge in identifying specific improvement metrics according to the BP types, which from different scenarios. Thus, we present in this paper an integrated approach for defining improvement metrics according to the BP types. Our proposed approach is validated through a case study involving the enhancement of a BP. This BP is about requests for compensation within an airline company. Our approach consists of three main pillars: 1) management BP metrics; 2) operational BP metrics; 3) support BP metrics. In order to identify appropriate improvement interventions, modelling, analysis, simulation, monitoring and process mining techniques are used.

In the modern world, most gross product is created within Enterprise firms, project programs, state agencies, transnational corporations and their divisions, as well as various associations and compositions of the above entities. Enterprises, being, on the one hand, complex, and, on the other hand, widespread systems, are the subject matter of cybernetics, system theory, operations research, management sciences and many other fields of knowledge. However, the complexity of the system obstructs the development of mathematically rigorous foundations for Enterprise control. Moreover, methods of operations research and related sciences, which are widely used in practice, provide optimization of the constituents of an Enterprise, without modeling it as a whole system. But the optimization of parts does not lead to the optimality of the whole, and, also, the absence of top-down and holistic mathematical models of Enterprise contradicts the principle of holism and the system approach. The approach in this book looks first at Enterprise Systems and their essential aspects as complex sociotechnical systems composed of integrated sets of structural and process models (Chapters 1 and 2). A uniform description of all the heterogeneous fields of the modern Enterprise (marketing, sales, manufacturing, HR, finance, etc.) is then made, and the Enterprise Control Problem is posed as a top-down and holistic mathematical optimization problem (Chapter 3). Original models and methods of contract theory (Chapter 4), technology management (Chapter 5), human behavior and human capital (Chapter 6) and complex activity and resource planning (Chapter 7) are developed to solve the problem. Structural processes and mathematical models constitute an Optimal Enterprise Control Framework (Chapter 8) that provides a practical solution to the Enterprise Control Problem. This book is a resource for postgraduate and doctoral students, postdoctoral researchers and professors with research interests in the following fields of science: Fundamental Complex Systems study, Complex Systems Engineering, Enterprise Systems Engineering Applications of Operations Research, Optimization, Probability and Stochastic processes to Management Science, Economics and Business Theory of the Firm Business and Management – general, strategy/leadership, organization management, operations management and management information systems Theory of Business Processes, Business Processes Improvement and Reengineering

There are several procedures for applying Lean approach in order to improve business processes in different sectors. However, these procedures seem difficult to apprehend by the practitioners and do not allow them to realize all the desired objectives through business process improvement. This paper highlights the need to analyze and classify Lean implementation procedures in the literature to provide business process managers with the trends in procedures to implement Lean and improve business processes. In order to achieve this goal, a review of literature of Lean implementation procedures is established, then a classification of the procedures selected is proposed and finally, an analysis of these selected procedures is elaborated. This paper concludes that Tool-oriented procedures and hybrid procedures are the most adopted in all sectors and hybrid procedures that rely on tools, principles, and objectives contribute significantly to achieving the goals targeted by the business process manager.

The article explores trends and key directions for improving business process management taking into account current tendences in the socio-economic environment development and evolution. These key directions include hyperautomation, customization, and ESG-orientation. The essence of hyperautomation is determined and the distinctive features of hyperautomation and automation are identified with an emphasis on their distinctive features and practical possibilities of their application. It is substantiated that hyperautomation significantly expands traditional automation, using a set of advanced technologies, such as artificial intelligence, machine learning, etc. An example of the architecture of an automated time accounting complex is given. Customization in the context of business process management is implemented through the priority of the end user's point of view when modeling business processes compared to the point of view of the executor, the owner of the process. It is considered that the business process model from the end user's point of view is built on the basis of customer journey mapping and provides a unique customer perspective on the business process; the key metric for assessing the effectiveness of the business process – customer journey is the characteristic of the customer experience, namely the CSAT satisfaction index. The article explores the essence and practical aspects of implementing ESG (Environmental, Social, and Governance) principles in organizing and improving business processes: the environmental component can be reflected in resource management, ensuring energy efficiency of production processes, the social aspect covers issues of personnel management and interaction with society, while the govermental component is focused on ensuring the principles of compliance, transparency and ethics of business. It is demonstrated that improving business process management is closely related to the integration of digital and intelligent technologies, customer-focused design in the context of increasing the importance of ESG principles.