The role of BPR in the implementation of ERP systems

Abstract

PurposeThe role of business process re‐engineering (BPR) in implementing enterprise resource planning (ERP) systems is of paramount importance. A variety of approaches are used for such re‐engineering as the best‐fitting ERP solution can only give a maximum of 80 percent fit with the existing workflow of the organization in which ERP is being implemented. The aim of this paper is to focus on the issues involved.Design/methodology/approachThe paper presents some sample ERP installations to come out with various types of business BPR, ranging from small‐r to big‐R, practised while implementing ERP.FindingsBased on the literature review, it could be found that all organizations implementing ERP have chosen their own approach based on organizational constraints and the needs. The importance of BPR in ERP implementation is highlighted in earlier studies.Research limitations/implicationsThe recursive relationship between BPR and information technology has only resulted in the rapid evolution of ERP systems. ERP integration with supply chain management and its web readiness are major agenda for ERP developers. Many re‐engineering possibilities are yet to evolve based on research in knowledge, artificial intelligence and expert database systems. A suitable approach to implement the same in an organization can only be done using the most suitable approach and hence the importance of the BPR approaches presented here along with their advantages and disadvantages.Practical implicationsAs the various BPR approaches are categorized based on implementation followed by major corporations, it is definitely a forerunner for any ERP‐implementing organization under study. Also the common problems encountered during re‐engineering for ERP implementation and the suggested remedial measures are presented based on earlier work.Originality/valueAn attempt has been made to identify BPR problems, causes and approaches used in implementing ERP solutions. It is only aimed at synthesis of technical and general issues using the literature.

A Study of the Impact of Business Process on the ERP System Effectiveness

“…This study finds that BPR consideration affects "Information Quality", "User Satisfaction" and "Individual Impact". The role of BPR in ERP systems is crucial (Subramoniam et al, 2009). Companies should adopt BPR to adapt to ERP system, and should not modify the package to adapt to business process (Lambert, Jansen, and Splinter, 2000).…”

“…Huq and Martin found the ERP-driven BPR can more easily design process change, and obtain a preview of project outcomes. Subramoniam, Tounsi, and Krishnankutty (2009) examined the role of BPR in implementing ERP systems and found that all organizations which implement ERP systems should select their own approach based on organizational needs and constraints. Furthermore, Sumner (1999) examined the relationship between critical success factors (CSFs) and ERP system performance, and identified the CSFs as management support, re-design of business processes, training and re-skilling, re-design of business processes, external consultants, management structure, discipline and standardization, effective communications, maintaining excellent staffing, and avoiding attempts at software modification.…”

Implementation of Business Process Re-Engineering in the Service Sector

“…There is numerous literature available that after the implementation of ERP system the originations are able to increase their quality levels. Subramoniam and his colleagues examined the role of BPR in implementing ERP systems and found that all organizations which implement ERP systems should select their own approach based on organizational needs and constraints (Subramoniam, Tounsi, & Krishnankutty, 2009). ERP frameworks are mind boggling bits of programming.…”

“…The motivation behind BPR is re-organizing or re-examining of business procedures and it should be possible with the backing of programming applications like Enterprise Resource Planning (ERP) (Grover, Jeong, Kettinger, & Teng, 2005). Subramoniam and his colleagues scrutinized the implementation of ERP and revealed that every organization should develop its own approach accordingly (Subramoniam, Tounsi, & Krishnankutty, 2009). Furthermore, recently Delvin Grant 2015, stressed that, all organizations who implement ERP system, they should select their own approach on the basis of organizational needs, it means modules that are selected, they should not be more than the needs of company that will be expensive and have no utility and not less than the requirements of company both will create failure of the ERP system.…”

An Effort towards a Common Model for Organizational Change: Synergizing Tools and Processes for Change

“…Hence BPR can be very useful in implementing ERP system in an organization. Similarly, ERP and e-commerce can be used as a constructive ground for BPR implementation (Subramoniam, Tounsi, & Krishnankutty, 2009). …”