Towards a compliance requirement management for SMSEs: a model and architecture

Mustapha, Abiodun Muyideen; Arogundade, Oluwasefunmi ‘Tale; Vincent, Olufunke Rebecca; Adeniran, Olusola J.

doi:10.1007/s10257-017-0354-y

Cited by 6 publications

(6 citation statements)

References 10 publications

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“…In the literature, the CPM method has been applied in BPM to focus on the calculation of cycle time for the process (Gunasekaran and Kobu, 2002; Ajiboye, 2011; Erdei et al. , 2018; Mustapha et al. , 2018).…”

Section: Resultsmentioning

confidence: 99%

“…Many researchers have studied the use of PERT/CPM techniques for BPM such as simulation for the execution, control and management, optimization methods to analyze the workflow system, to-be models, resource constraint-based process models and reduced process cycle time in terms of I4.0 process (e.g. Gunasekaran and Kobu, 2002;Rhee et al, 2004;Aytulun and Guneri, 2008;Ajiboye, 2011;Xie et al, 2013;Jim enez-Ram ırez et al, 2015;Erdei et al, 2018;Mustapha et al, 2018). Furthermore, studies on resource allocation and RCPSP in BPM have been conducted across a broad range of topics (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The CPM method was used for process cycle time without resource constraint in the process analysis stage. In the literature, the CPM method has been applied in BPM to focus on the calculation of cycle time for the process (Gunasekaran and Kobu, 2002;Ajiboye, 2011;Erdei et al, 2018;Mustapha et al, 2018). Therefore, this study focuses on calculating the cycle time of the process in the process analysis stage as the as-is model.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

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A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management

Akan

2023

BPMJ

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PurposeThe aim of this study is to provide a holistic analysis of all possible maritime business logistics processes related to import and export shipments in a fuzzy environment through a case study of a maritime logistics company based on the as-is and to-be models within business process management (BPM).Design/methodology/approachThe analyses considered the following perspectives: (i) in the stage of the process identification, the definition of the problem was carried out; (ii) in the stage of the process discovery, ocean department was divided into ocean export/import operation departments; ocean export/import operation were divided into freight collect/prepaid operation processes; ocean export/import logistics activity groups were broken down into sub-activities for freight collect/prepaid operation; the logistics activity groups and their sub-activities were defined; each sub-activity as either operation or documentation process group was classified; the durations of sub-activities were evaluated by decision-makers (DMs) as fuzzy sets (FSs); the monthly total jobs activities were estimated by DMs as FSs; the applied to monthly jobs activities of total shipments were estimated by DMs as FSs; the durations of each sub-activities were aggregated; the duration of the logistics activity groups and the sub-activities for per job were calculated; the cumulative workload of logistics activity groups and sub-activities were calculated; the duration of sub-activities for per job as operation or documentation departments were calculated, (iii) in the stage of the process analysis, cumulative ocean export/import workload as operation or documentation for freight collect/prepaid were calculated; duration of activity groups and sub-activities for per job as operation or documentation were calculated; cumulative workload activity groups and sub-activities as operation or documentation were calculated, (iv) in the stage of the process redesign, cumulative workload, process cycle time as operation and documentation group and required labor force were calculated; the process cycle time of the theoretical, the as-is model and the to-be model were calculated: (i) the theoretical minimum process cycle time without resource were calculated by the critical path method (CPM), (ii) the process cycle time of the as-is model perspective with the 1 person resource constraint and (iii) the process cycle time of the to-be model perspective with the 2-person resource constraint were calculated by the resource constrained project scheduling problem (RCPSP) method.FindingsThe methodology for analyzing the ocean department operation process was successfully implemented in a real-life case study. It is observed that the results of the to-be model can be applicable for the company. The BPM-proposed methodology is applicable for the maritime logistics industry in the present study; however, it can be applied to other companies in maritime logistics as well as other industries.Originality/valueThis study contributes to research using BPM methodology in maritime logistics. This is the first study the logistics process analyses were carried out in terms of including all operation processes for a company. All processes were analyzed by using BPM methodology in maritime logistics. This study demonstrated the application of the BPM as-is and to-be models to maritime logistics. The as-is and the to-be models of the BPM methodology were applied in maritime logistics.Research implicationsThis methodology applied in this study can enable organizations operating in the time-urgent maritime logistics sector to manage their logistics processes more efficiently, increase customer satisfaction, reduce the risks of customer loss due to poor operational performance and increase profits in the long term. Through the use of these methodologies utilizing FSs, the CPM and the RCPSP methods, this study is expected to make contributions to the BPM literature and provide original insights into the field. Furthermore, this study will undertake a comprehensive analysis of maritime logistics with respect to BPM to deliver noteworthy contributions to the maritime logistics literature and provide original perspectives into the field.

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Section: Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

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A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management

Akan

2023

BPMJ

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“…Mustapha et al [17] introduced a model for BP compliance management called Model-based Business Process Compliance Management System (MB PCM-SYS). It addressed the three significant constraints using goal-based requirements analysis technique and network analysis approach.…”

Section: Related Workmentioning

confidence: 99%

“…The compliance requirement needed for checking the business processes of enterprises has to be gotten from the necessary regulatory bodies. This is because not all regulatory bodies have to be considered in our compliance management, but only those that are necessary to a particular business domain [17]. These requirements can be acquired directly from the regulatory bodies, business enterprises, or online from the websites of the regulatory bodies.…”

Section: Compliance Requirements Acquisitionmentioning

confidence: 99%

An Algorithm-Centric Approach to Enhance Business Process Compliance Management

Arogundade

Misra

Odusami

et al. 2020

JERA

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The diversity of enterprise domains is one of the significant factors that add to the challenges confronting organizations when managing compliance, and it, therefore, contributes to the cost of compliance. In particular, there is an indication that the inadequacy of a general approach to analyzing compliance documents impedes adequate compliance management practice. Taking an algorithmic-centric approach to tackling this challenge, this paper proposed algorithms and techniques intended to aid useful extraction, classification and analysis of dataflow, control flow, and time constraints in compliance management domain for different stakeholders. The algorithms and techniques were implemented and validated through two case studies and afterward evaluated for its adoption in practice.

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