BPR Effect on ERP Implementation: a Comparative Case Study
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
[1] R. Tersine,. Open University, Available: http:// ww.ou.edu/class/tersine.
[2] M. Hammer, "Reengineering work: don't automate, obliterate". Harvard
Bus Rev:104-12 July-August, 1990.
[3] J. Peppard, and P. Rowland, The Essence of Business Process
Reengineering (Hertfordshire, UK: Prentice-Hall Europe) 1995, pp 15-
25
[4] I. Jacobson, The Object Advantage, Addison-Wesley, 1995, pp 41-46
[5] Bider, et al., Goal-Oriented Patterns for Business Processes, GBPM-02
London, 2002
[6] M. Hammer, and J. Champy, Re-engineering the Corporation; A
Manifesto for Business Revolution, Harper Business, New York, 1993.
[7] C. G. Feldmann, The Practical Guide to Business Process
Reengineering using IDEF0., Dorset House Publishing, New York 1998
pp. 18-34
[8] B. D. Harrison, and, M. D. Pratt, "A methodology for Reengineering
Business" Planning Review 21 (2), 6-11, 1993.
[9] R. J. Mayer, and P. S. Dewitte, "Delivering Results: Evolving BPR from
art to engineering(Unpublished work style)" unpublished 1998
[10] S. Muthu, L. Whitman, and S. H. Cheraghi "Bus─▒ness Process
Reeng─▒neer─▒ng: A Consol─▒dated Methodology" Proceedings of The 4th
Annual International Conference on Industrial Engineering Theory,
Applications and Practice November 17-20, Texas, USA 1999
[11] D. K. Carr,. and H.J. Johansson, Best Practices in Reengineering New
York: McGraw-Hill, 1995.
[12] T. H. Davenport, Mission critical: realizing the promise of enterprise
systems. Boston, MA: Harvard Business School Press; 2000.
[13] T.H. Davenport, "Putting the enterprise into the ent erprise system"
Harvard Business Review 76 (4), 1998b, pp. 121- 131
[14] D. L. Olson, Managerial Issues of Enterprise Resource Planning
Systems, McGraw Hill, NY, 2004.
[15] V. M. Mabert, A.Soni and M. A. Venkataramanan, "Enterprise
Resource Planning Survey of Manufacturing Firms" Production and
Inventory Management Journal 41, no 20, 2000.
[16] P. S. Bingi, M. K. Sharma, and J. Godla J. "Critical issues affecting an
ERP implementation". Inf Syst Manage;16(3):7-14, 1999.
[17] H. Akkermans, K. Helden, "Vicious and virtuous cycles in ERP
implementation: a case study of interrelations between success factors"
Eur J Inf Syst;11 (1):35-46, 2002.
[18] S. V. Grabski, S. A. Leech, B. Lu, "Risks and controls in the
implementation of ERP systems". Int J Digit Account Res;1(1):51-78
January-June, 2001.
[19] .T. Somers, K. G. Nelson, "The impact of critical success factors across
stages of enterprise resource planning implementations" Proceedings of
the 34th Hawaii International Conference on Systems Science, January
3-6, Maui, Hawaii; 2001
[20] S. V. Grabski, A. Stewart, A. Leech, "Complementary controls and ERP
implementation success" International Journal of Accounting
Information Systems 8 17-39, 2007.
[21] V. B. Genoulaz, P. A. Millet, and B. Grabot, "A survey on the recent
research literature on ERP systems" Computers in Industry 56 510-
522, 2005.
[22] C. Chiplunkar, S.G. Deshmukh, R. Chattopadhyay, "Application of
principles of event related open systems to business process
reengineering" Computers and Industrial Engineering 45 (3) 347-374.
2003.
[23] M. Daneva, "ERP requirements engineering practice: lessons learned"
Software 21 (2) 26-33, 2004.
[24] P. Soffer, B. Golany, D. Dori, "ERP modeling: a comprehensive
approach" Information Systems 28 (6) 673-690, .2003.
[25] W. Luo, D.M. Strong, "A framework for evaluating ERP
implementation choices" IEEE Transactions on Engineering
Management 51 (3) (2004) 322-333.
[26] J. Kato, M. Saeki, A. Ohnishi, M. Nagata, H. Kaiya, S. Komiya, S.
Yamamoto, H. Horai, K. Watahiki, "PAORE: package oriented
requirements elicitation" in: Proceedings of 10th Asia-Pacific Software
Engineering Conference (APSEC 2003), Chiang Mai, Thailand,
December, 2003
[27] E. J. Umble, R. R. Haft, M. M. Umble, 2003 "Enterprise resource
planning: Implementation procedures and critical success factors"
European Journal of Operational Research 146 pp. 241-257 2003.
[1] R. Tersine,. Open University, Available: http:// ww.ou.edu/class/tersine.
[2] M. Hammer, "Reengineering work: don't automate, obliterate". Harvard
Bus Rev:104-12 July-August, 1990.
[3] J. Peppard, and P. Rowland, The Essence of Business Process
Reengineering (Hertfordshire, UK: Prentice-Hall Europe) 1995, pp 15-
25
[4] I. Jacobson, The Object Advantage, Addison-Wesley, 1995, pp 41-46
[5] Bider, et al., Goal-Oriented Patterns for Business Processes, GBPM-02
London, 2002
[6] M. Hammer, and J. Champy, Re-engineering the Corporation; A
Manifesto for Business Revolution, Harper Business, New York, 1993.
[7] C. G. Feldmann, The Practical Guide to Business Process
Reengineering using IDEF0., Dorset House Publishing, New York 1998
pp. 18-34
[8] B. D. Harrison, and, M. D. Pratt, "A methodology for Reengineering
Business" Planning Review 21 (2), 6-11, 1993.
[9] R. J. Mayer, and P. S. Dewitte, "Delivering Results: Evolving BPR from
art to engineering(Unpublished work style)" unpublished 1998
[10] S. Muthu, L. Whitman, and S. H. Cheraghi "Bus─▒ness Process
Reeng─▒neer─▒ng: A Consol─▒dated Methodology" Proceedings of The 4th
Annual International Conference on Industrial Engineering Theory,
Applications and Practice November 17-20, Texas, USA 1999
[11] D. K. Carr,. and H.J. Johansson, Best Practices in Reengineering New
York: McGraw-Hill, 1995.
[12] T. H. Davenport, Mission critical: realizing the promise of enterprise
systems. Boston, MA: Harvard Business School Press; 2000.
[13] T.H. Davenport, "Putting the enterprise into the ent erprise system"
Harvard Business Review 76 (4), 1998b, pp. 121- 131
[14] D. L. Olson, Managerial Issues of Enterprise Resource Planning
Systems, McGraw Hill, NY, 2004.
[15] V. M. Mabert, A.Soni and M. A. Venkataramanan, "Enterprise
Resource Planning Survey of Manufacturing Firms" Production and
Inventory Management Journal 41, no 20, 2000.
[16] P. S. Bingi, M. K. Sharma, and J. Godla J. "Critical issues affecting an
ERP implementation". Inf Syst Manage;16(3):7-14, 1999.
[17] H. Akkermans, K. Helden, "Vicious and virtuous cycles in ERP
implementation: a case study of interrelations between success factors"
Eur J Inf Syst;11 (1):35-46, 2002.
[18] S. V. Grabski, S. A. Leech, B. Lu, "Risks and controls in the
implementation of ERP systems". Int J Digit Account Res;1(1):51-78
January-June, 2001.
[19] .T. Somers, K. G. Nelson, "The impact of critical success factors across
stages of enterprise resource planning implementations" Proceedings of
the 34th Hawaii International Conference on Systems Science, January
3-6, Maui, Hawaii; 2001
[20] S. V. Grabski, A. Stewart, A. Leech, "Complementary controls and ERP
implementation success" International Journal of Accounting
Information Systems 8 17-39, 2007.
[21] V. B. Genoulaz, P. A. Millet, and B. Grabot, "A survey on the recent
research literature on ERP systems" Computers in Industry 56 510-
522, 2005.
[22] C. Chiplunkar, S.G. Deshmukh, R. Chattopadhyay, "Application of
principles of event related open systems to business process
reengineering" Computers and Industrial Engineering 45 (3) 347-374.
2003.
[23] M. Daneva, "ERP requirements engineering practice: lessons learned"
Software 21 (2) 26-33, 2004.
[24] P. Soffer, B. Golany, D. Dori, "ERP modeling: a comprehensive
approach" Information Systems 28 (6) 673-690, .2003.
[25] W. Luo, D.M. Strong, "A framework for evaluating ERP
implementation choices" IEEE Transactions on Engineering
Management 51 (3) (2004) 322-333.
[26] J. Kato, M. Saeki, A. Ohnishi, M. Nagata, H. Kaiya, S. Komiya, S.
Yamamoto, H. Horai, K. Watahiki, "PAORE: package oriented
requirements elicitation" in: Proceedings of 10th Asia-Pacific Software
Engineering Conference (APSEC 2003), Chiang Mai, Thailand,
December, 2003
[27] E. J. Umble, R. R. Haft, M. M. Umble, 2003 "Enterprise resource
planning: Implementation procedures and critical success factors"
European Journal of Operational Research 146 pp. 241-257 2003.
@article{"International Journal of Business, Human and Social Sciences:64635", author = "Turan Erman Erkan", title = "BPR Effect on ERP Implementation: a Comparative Case Study", abstract = "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
", keywords = "Business Process Reengineering, Enterprise Resource Planning", volume = "3", number = "6", pages = "1302-4", }
