Knowledge Management Tools for Business Process Support and Reengineering

Issues of relevance and necessity of reengineering business processes of HoReCa enterprises are investigated. Significant advantages of business process reengineering are emphasized. After all, this method of redesigning activities is an effective means of significantly improving the activities of hospitality enterprises. The purpose of the work is to substantiate the content, stages and format of the organization of business process reengineering for HoReCa enterprises. The work substantiates the thesis that hospitality and catering services have always been characterized by high profitability. However, the global crisis has become a difficult test for the entire HoReCa industry. The emphasis of the work is on the fact that the reengineering of business processes is an effective measure to ensure the further effective development of HoReCa enterprises. Reengineering is the basis of a radical change in the development of enterprises, ensuring significant competitive advantages and achieving an improvement in the financial condition. The work presents the author's interpretation of the concept of «organizational support for the reengineering of business processes of a HoReCa enterprise» - this is a complex system of processes and procedures for carrying out reengineering in accordance with the set goal of radical transformations of the enterprise, which, based on the interaction of this enterprise with other business entities, as well as with the structures and divisions of the enterprise itself, contributes to the introduction of significant changes in the enterprise's management system. The article emphasizes that the reengineering of business processes is the embodiment of a complex program of transformations and fundamental restructuring of the functioning of enterprises. Its important components are: replacement of the existing management system with new effective concepts; development and implementation of improved business processes and their management methods; preliminary assessment of the acceptability of the riskiness of radical change projects. The authors emphasize that the reengineering of business processes of HoReCa enterprises is a rather complex transformation mechanism. But it is thanks to him that every enterprise in the field of hospitality is able to carry out qualitative improvement of its business processes. Keywords: HoReCa, hospitality industry, reengineering, business processes, organizational support, strategy, information technologies, organizational structure.

Aspects of the reengineering of business processes of HoReCa enterprises are being studied. Aspects of the benefits of business process reengineering as a means of significantly improving the operations of hospitality enterprises are revealed. The aim of the work is to generalize the existing methodological approaches to the processes of business process reengineering and to justify the content, stages and format of the business process reengineering organization for HoReCa enterprises. The authors emphasize that hospitality and catering services have always been characterized by high profitability. Unfortunately, the consequences of the corona crisis, global crisis phenomena and the deployment of hostilities in our country have become a difficult test for the entire HoReCa industry. The emphasis of the work is on the fact that the reengineering of business processes is an effective measure to ensure the further effective development of HoReCa enterprises. Reengineering is the basis of a radical change in the functioning of enterprises, ensuring significant competitive advantages and achieving an improvement in the financial condition. The author's definition of the concept of «reengineering business processes of HoReCa enterprises» is proposed. It is understood as a mechanism of fundamental improvement and optimization of the activities of enterprises, the action of which is aimed at qualitative restructuring of business processes, achieving significant changes and improving indicators of quality, level of costs, speed of service, and, therefore, increasing the competitiveness of enterprises of the hospitality industry. The article emphasizes that the reengineering of business processes is the embodiment of a complex program of transformations and fundamental restructuring of the functioning of enterprises. Its important components are: replacement of the existing management system with new effective concepts; development and implementation of improved business processes and their management methods; preliminary assessment of the acceptability of the riskiness of radical change projects. The article offers the main characteristics of the reengineering of business processes of HoReCa enterprises, namely its goals, tasks, and positive consequences The authors emphasize that the reengineering of business processes of HoReCa enterprises is a rather complex transformation mechanism. But it is precisely thanks to him that every enterprise in the field of hospitality is able to carry out qualitative improvement of its business processes.

The work is devoted to modeling and reengineering of business processes of a sushi market company. The object of the study covers business processes related to the purchase of ingredients, preparation of dishes, inventory management, customer service and delivery. The subject of the study is precisely the modeling and reengineering of processes, with a special emphasis on analyzing the current state, identifying problem aspects and implementing new solutions to increase efficiency. The purpose of this work is to develop optimized business process models based on reengineering, which will increase the efficiency of the company, reduce costs, improve product quality and service level. It was established that the business processes «Sushi market activities», namely its subprocesses «Order reception and processing», require reengineering, and the main drawback is the lack of order delivery. Measures were proposed to reengineer the business processes of a sushi market sales company aimed at implementing online order delivery services, namely, adding new business processes «Order Delivery» and establishing a connection between other business processes such as: «Dish Preparation», «Order Reception and Processing», «Financial Transactions». Measures were also proposed to implement a warehouse management system to control the quantity of products. IDEF0, IDEF3 diagrams were constructed for the «AS-IS» and «TO-BE» options, and their comparative analysis was performed. The proposed models have real practical significance, as they can be applied both in specific sushi markets and in similar food enterprises. The implementation of reengineering allows companies to increase their competitiveness, stabilize and strengthen profitability, and also meet modern consumer requirements and expectations

Malaysian construction sector in 2010 contributed five per cent to the Malaysia gross domestic product (GDP); the rate is very attractive to business investment. However this sector is considered to be responsible for high pollution level, climate changes and other environmental threats. All businesses seek to obtain local and global competitive advantages, corporate citizenship and public relation. These advantages can be achieved by improving business performance to be more people- or/and environment-friendly. This is one of the reasons for a construction company to improve its environmental management system (EMS) via Project Environmental Management. This includes the processes required to ensure that the impacts of the project execution to the surrounding environment will remain within the limits stated in the legal permits. The shortest way to improve business EMS is to manage and reengineer its process, thus improving its public image. The aim of this paper is to present literature review about characteristics, drivers, benefits, and barriers related to EMS, to Business Processes Management (BPM) and Business Processes Reengineering (BPR). This paper also suggests a Process Oriented Environmental Management System (PO-EMS) framework based on EMS of ISO14001, BPM and BPR.

Objective. This article relates to the field which studies the impact of business process reengineering on technical efficiency. The reengineering method demonstrates its impact on the selected business process, the process of knee arthroscopy surgery. The impact of business process reengineering is studied on the example of a typical Slovenian general hospital. Methods. In the first step, we demonstrate the selected business process in the existing situation, while the second step demonstrates the business process which could be reached in a potential situation. The demonstrated process is a basis for measuring the impact of business process reengineering on technical efficiency of a hospital. Results. The results obtained show that the business process reengineering increases the technical efficiency of the selected general hospital. The volume of labour input in the existing situation was higher by 67.88 %, and the value fixed assets after business process reengineering decreased by 36.25 %, while the value of material costs before business process reengineering increased by 50.9 %. Conclusion. This means that business process reengineering affects the hospital s technical efficiency, since the latter increases significantly if all the conditions of reengineering are met.

Purpose of the study. The aim of the study is to analyze the effectiveness of the joint use of the competence-activity approach and interdisciplinary connections in the formation of model-ing skills in the field of enterprise engineering and reengineering of business processes in the edu-cational process of the university. The relevance of the problems outlined in this article is determined by the need to develop human resources in the IT industry and to continuously improve the quality of training specialists in this area.The object of the research is the preparation of full-time students of educational institu-tions of higher education in terms of the formation of skills in systemic and business analysis of a digital enterprise as an object of economics and management.Materials and research methods. The article analyzes the possibility of effective use of the competence-activity approach and interdisciplinary connections in the educational process when developing modeling skills as part of the research work of bachelors in the direction of “Business Informatics”.Results. Taking into account the analysis of the experience of using the competence-activity approach and interdisciplinary relations, there are shown the prospects of their joint use in the educational process in the formation of modeling skills in the field of enterprise engineering and reengineering of business processes. The structure of the research work of students and the sequence of stages of modeling are proposed, which have proven themselves well at the Business Informatics Chair and Production Management Systems.Conclusion. In the transition to the digital economy, the key difficulty in our country is the lack of qualified and competent personnel. It is necessary to correctly form the approaches to the training of IT industry specialists. The joint use of the competenceactivity approach at the Na-tional University of Science andTechnology “MISIS”, which implies the formation of knowledge among students in the process of developing a process information system project and interdisci-plinary relations, has confirmed its effectiveness. The experience of using business process mod-eling in the preparation of bachelors, training with specialty “Business Informatics” is generalized and a sequence of modeling steps is proposed, which allows to consider and comprehensively de-scribe a digital enterprise as an object of economics and management in the form of architectural models, as well as an approach to the formation of skills in modeling and business management processes of the enterprise for students.This approach made it possible to involve students in the process of active learning, im-prove the process of forming key competencies, significantly improve the quality of theses and their practical significance, as well as increase the level of teaching compliance with world trends in the era of digital transformation.

Purpose. Research and analyze the significance of marketing internet communications in reengineering business processes within the tourism activities sector. Design/methodology/approach. The following methods were used in research: theoretical generalization (to determine the essence of business processes reengineering of tourism activity subjects), grouping (to identify and generalize the factors that influence business processes reengineering), analysis and synthesis (to determine the features of business processes reengineering in tourism business), system approach (to substant the elements and means of digital communications development of tourism activity subjects). The visibility of the presented results is ensured by the data graphical presentation, the methods of logical generalization and systematic approach were used to form the conclusions. Findings. Reengineering has become a high-quality tool for finding and implementing ways to improve the efficiency of the enterprises and organizations functioning, as it involves the identification of problem areas and the justification of prospective solutions with the highest level of detail. The application of marketing aspects and the development of internet communications system can be particularly promising vector for the business processes reengineering of tourist enterprises. It is important during reengineering, enterprises should make changes not only in problem areas, but also in other areas (marketing, information, etc.), because reengineering covers all spheres of the organization's activity. Nowadays traditional marketing tools are being replaced by digital that use the capabilities of Internet technologies. In recent decades, information technologies have been actively integrated into all spheres of enterprise activity, marketing was no exception. Business processes reengineering should be supported by marketing, information and strategic measures that will enhance the effect of its implementation. Practical implications. The practical significance of the obtained research results lies in the business processes digitalization of tourist enterprises, which will contribute to the growth of their economic and managerial efficiency. Originality/value. The scientific novelty of the research results lies in the study of factors that affect the result of business process reengineering and added to them two new factors (marketing and informational). An analysis of the social media usage by Ukrainian tourism enterprises in their activities was also carried out. Potential mechanisms for using price policy as a lever for targeted demand management in the Internet environment were proposed.

The purpose of this study is to determine the nature, value, principles and tasks of reengineering business processes of wholesalers, as well as developing recommendations on the formation of an optimal mechanism for reengineering business processes of these enterprises, taking into account various factors of the internal and external environment, as an element of managing the efficiency of their operating activities. To achieve this goal, a range of research tasks was defined, among which: 1) the study of the nature, value, principles and tasks of reengineering business processes of wholesalers; 2) determination of influence factors and classification of types of business process reengineering; 3) analysis of reengineering implementation techniques; 4) forming recommendations on the development of an optimal mechanism for reengineering the business processes of wholesalers as an element of managing the efficiency of their operational activities. Having studied different approaches to determining the essence of business process reengineering, the authors give a generalized definition of it, which is based on institutional, process and systemic approaches and represents a combination of principles, methods, procedures, sequential steps and interrelated elements that ensure the transformation of the main business processes of a wholesale enterprise in accordance with strategic changes in order to increase the competitiveness of this enterprise. The basic principles of business process reengineering are: the principle of their enlargement, independence, flexibility and adaptability, clarity in the distribution of functions, completeness of information, remuneration for the result. Therefore, its main tasks are: changing the organizational structure of the wholesale enterprise, creating a motivation system and a new corporate culture in ambushes to maximize the needs of wholesale buyers. The authors also determine the great influence on the reengineering of business processes of the wholesale enterprise of internal and external factors, on the basis of which they propose to classify its types depending on the stage of the life cycle of the enterprise itself. After analysing many existing business process reengineering techniques, the authors propose their own methodology, which is based on the X-engineering methodology and includes such stages as: business planning of a reengineering project, project start-up, process redesign, verification of results and decision-making on the effectiveness of business reengineering processes. Thus, the authors formulated proposals on the formation of an optimal mechanism for carrying out reengineering of business processes of wholesale enterprises, which provide for the focus of enterprise management on three areas: processes, proposals and participants.

Since the early 1990s, business process reengineering (BPR) has become a buzzword around the world. Of the BPR methods and models suggested, the majority have put much attention on redesigning processes to improve the defined process performance. Those that stress the importance of strategic process reengineering focus more on the idea that redesigning should be embarked upon and implemented on a broader scope (cross- functional) in order to obtain greater pay offs, whereas the impact of BPR on strategies is paid less attention. In this paper, we propose a broader application of BPR to the enterprise and, consequently, stress the importance of BPR with respect to strategies and the role of strategic directions in light of BPR. Thus, we develop a conceptual BPR model that links a firm's long-term strategy, with a real-world example.

The article describes technological reengineering and defines its place in the methodology of describing innovations - technical, technological, organizational, logistical, etc. In the domestic practice of innovative transformations, such tools as rehabilitation, reorganization and restructuring are known. The effectiveness of their application largely depends on the level of integration, perfection and application methodology. Technological reengineering is a derivative tool of innovative transformations, therefore its fundamental aspects are considered together with the concepts of "technological innovations", "management" and "engineering". These tools are characterized. Based on the analysis of the existing interpretations of the concepts of "innovation", "technology", "reengineering" and "reengineering of business processes", the author's definition of the concept of "technological reengineering" is given, which by its nature embodies the elements of all these definitions. The concept of "technological reengineering" specifies the elements of the organizational and economic mechanism of the enterprise, within which fundamental transformations are carried out. The structural and logical essence of the concept of "technological reengineering" is considered as a systemic transformation on a fundamentally new technological basis of the production and technical base and the corresponding organizational and production relations. In contrast to the approaches presented in the scientific literature, the latter represents formalized procedures for radical, complex and systematic transformation of the production base in order to ensure the competitiveness of enterprises and regions and contains production and technical measures that are primarily related to the fundamental renewal of production assets, improvement product quality and cost reduction, improvement of the range of manufactured products. This allows us to detail the essence of this concept and to separate intellectual and technical tools for its implementation, such as remediation, restructuring, reengineering of business processes. It is justified that this definition more comprehensively covers the areas of reengineering and involves the redesign of business processes together with all components of the enterprise's activities. The given definition also allows for the formation of theoretical and methodological provisions regarding the definition of "technological reengineering".

The article explores the relevance of changes in the modern business environment and the role of Business Process Reengineering (BPR) in achieving competitiveness and digital transformation in enterprises. In the context of increasing competition and market instability, the article presents arguments that changes have become a necessity for organizations, and BPR is a crucial tool for adaptation and achieving strategic goals. The article's objective is to assess the impact of BPR on efficiency improvement and successful implementation of digital transformation in contemporary organizations. The authors employed interdisciplinary research methods, including the comparative method to evaluate modern approaches to BPR in the context of digital transformation. The analysis method was used to determine the influence of BPR on the effectiveness of digital transformations. Systemic and structural analysis methods were utilized to provide an in-depth examination of the structure and components of BPR and to evaluate its impact on complex enterprise systems in the context of digital transformation. The authors emphasize the importance of integrating digital technologies into the BPR process as a means of optimizing business processes and increasing profitability. The benefits of digital transformation are highlighted, but the article also underscores that successful implementation requires careful preparation and the study of innovative approaches. Various types of enterprises that may undertake BPR, including those facing financial challenges, anticipating potential issues, and aiming to stay industry leaders, are discussed. The article explores the relationship between Business Process Reengineering and digital transformation in contemporary organizations, shedding light on BPR's role in data collection and analysis to transform outdated business processes and prepare the organization for digital transformations. The article provides insights into how both approaches can interact to help organizations prepare for successful digital transformation. Common characteristics between BPR and digital transformation are discussed, including their orientation towards innovation and the use of advanced technologies to optimize business processes. The authors emphasize the need for careful preparation and the management of the digital transformation process as a critical strategic initiative for organizations striving for innovation and competitive advantage.

Many organisations in the West have undertaken business process reengineering initiatives with the aim of improving organisational performance. These initiatives inevitably involve redesign and alterations to the existing information systems that support the business processes. The implications for information systems and how an organization’s existing systems can evolve to support a reengineering project is an area, which has been relatively under researched. Although it is recognised that information systems design and development is difficult in BPR environments, there is little overlap between research in BPR and systems analysis, so that there is no shared vocabulary and perspective. This paper examines how information systems redesign can be integrated with business process reengineering through a review of relevant literature and empirical research.Keywordsbusiness process reengineering (BPR)information systems & technology (IS/IT)legacy systems

The chapter defines business Process Re-Engineering (BPR) from a few perspectives to make clear what it is, what it is not, and what it should be. Essentially, the classic definitions provided by Hammer and Champy, as well as Davenport, are used. The common themes encountered in re-engineered business processes are also mentioned, including the kinds of changes that occur when a company re-engineers its business processes. In order to better explain the concepts of BPR, a business process is defined in fundamental terms and distinguished from a function or department (i.e. work unit). The basic types of business processes are described, and those that are mainly focused on by companies in implementing BPR are highlighted. In addition, a general description of the entire spectrum of business processes typical to organizations, comprising both core and support activities, is provided as an overview. Specifically, the core and support processes that apply to the construction industry are defined. In the next part, the enabling role of IT in BPR is explained in relation to how it is crucial to process innovation for e-business, as well as process integration for supply chain management in the new information (or knowledge) economy. In essence, it stresses that new information and communications technologies enable instant communication and networking, and facilitate timely data-sharing and exchange, leading to the transformation of traditional organizations into those that are highly information-based. Examples of e-business and supply chain management are provided, as well as two case studies of Internet-based construction process innovation. In particular, the design and construction process is examined to identify areas for developing process models. Focusing on achieving design and construction process integration over the life cycle of a project, the requirements for change in the construction industry are highlighted. The applications of 3D/4D models are cited as examples, showing the different areas where they can be applied to derive benefits. Building Information Models (BIM) are introduced in the later part of the chapter as an approach that enables dramatic process improvement and innovation. The key concepts of BIM are covered, including research insights into the scope of BIM use, barriers to BIM use, and effects from BIM use. Process improvements as a result of adopting BIM for the purpose of data integration, systems integration, or collaborative working are discussed in both contexts of intra- and inter-organizational use. Illustrations are provided for the three different purposes. Recent developments in BIM are reviewed to present the current state of BIM implementation in the construction industry. The chapter concludes with a summary of the main points covered on BPR.

Whereas BPR (Business Process Re-engineering or Business Process Re-design) is being offered as a means by which organizations may be able to respond to the challenge of increased competition, Process Improvement, on the other hand aims to improve productivity, product quality and competitive advantage. Fundamentally, both activities offer a means by which organizations may be able to deal with a rapidly changing business environment, through internal change. BPR extends the concept of process change (albeit rapid change through innovation) to include changes to the basic assumptions and principles of management. The results, however are not positive: estimates of between 50 and 70% of firms fail to achieve the expected dramatic gains from BPR. An alternative to BPR for software development organizations is Process Assessment and Process Improvement. This paper presents a Process/Product Quality Model which incorporates three separate evaluations: process conformance, process effectiveness and product quality as a means of evaluating ‘what is’, i.e. the current status of activities, within a software development organization. The model aims to identify possible areas for process improvement and to uncover all relevant issues which may affect attempts to implement improvement initiatives. Preliminary findings from a set of case studies conducted within software development organizations in Australia are presented in support of the usefulness of the model.

<p>Business Process Reengineering (BPR) is an essential tool before an information system project implementation. Enterprise Resource Planning (ERP) projects definitely require the standardization and fixation of business processes from customer order to shipment. Therefore, ERP implementations are well proven to be coupled with BPR, although the extend and timing of BPR with respect to ERP implementation differ. This study aims at analyzing the effects of BPR on ERP implementation success. Basing on two Turkish ERP implementations in pharmaceutical sector, a comparative study is performed. One of the ERP implementations took place after a BPR implementation, whereas the other implementation was without a prior BPR application. Both implementations have been realized with the same consultant team, the case with prior BPR implementation going live first. The results of the case study reveal that if business processes are not optimized and improved before an ERP implementation, ERP live system would face with disharmony problems of processes and processes automated by ERP. This suggests a definite precedence relationship between BPR and ERP applications</p>