Implementation of Business process reengineering: An analysis of key success and failure factors, a case study of Ethiopian Revenues and Customs Authority Mekelle Branch

This study of Implementation of Business process reengineering (BPR): an analysis of key success and failure factors – A Case Study of Ethiopian Revenues and Customs Authority Mekelle branch is an attempt to explore the effectiveness of the practices in the organization. Prior studies made on the organization have indicated inefficient organizational structure and unnecessarily complicated procedures that had permitted insufficient service delivery, corruption, smuggling and serious tax evasion in the organization. These problems have depressed the attempt of the organization to be successful in achieving its objectives. To increase its efficiency, the organization has implemented BPR recently. However, the effect of the reengineering on quality service, employee satisfaction, and speed has not been so far investigated. The major theme of the research was to analyze the key success and failures factors while implementing BPR in the tax collection procedures, customer service, and employee satisfaction in the Ethiopian Revenues and Customs Authority Mekelle branch (ERCA). To attain this objective, the study used descriptive method. Purposive sampling method was used because it is the best method to collect relevant information from the knowledgeable individuals willing to provide it. Primary data was the largest portion of information source and collected from managers, employees and customers. To collect primary data the study used questionnaire. Discussion was made with management of the organization to obtain key information. Finally, based on the findings, the organization’s Business process reengineering (BPR) implementation is just an improvement, not radical change in terms of tax collection procedures, customer service, employees’ beliefs and cultural change. Using other method of study, the researcher recommend the researchers to study the impact of Business process reengineering (BPR) implementation on cost reduction, the impact of Business process reengineering (BPR) on tax collection performance of the organization and the impact of Business process reengineering (BPR) in reducing tax evasion and avoidance

Knowledge Management Applied To Business Process Reengineering

The purpose of this paper is to highlight the role of knowledge management (KM) as a critical factor for the business process reengineering (BPR) success. It supports the theory that the knowledge management can supply the dynamic necessary to stimulate successful reengineering and minimize the failure rate and its sources. Implementing KM strategy in reengineering projects will lead to better outcomes, building the support for long-term success into the design of business systems and processes

A Project Life Cycle (PLC) Based Approach for Effective Business Process Reengineering (BPR)

Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and the effectiveness of organizations. However, a review of existing BPR models that are widely in use reveals a wide variation in the number of phases or stages of such models.  In an attempt to overcome this challenge, this paper presents an optimal model with comprehensive phases that are based on best project management practices within the framework of well-established and industry proven project life cycles.  The paper will provide an overview of the proposed model, describe its phases and highlight their application to help organizations successfully carry out BPR initiatives and projects in an effective manner leading to better chances of success. Keywords: Business process reengineering (BPR), BPR models, project management, change management, project life cycle

A Case Study Of E-Supply Chain & Business Process Reengineering Of A Semiconductor Company In Malaysia

Penglibatan e-perniagaan dalam rantaian bekalan telah mewujudkan e-rantaian bekalan yang baru (e-SC) di firma-firma tempatan dan global. Due to globalization and advancement in information technology (IT), companies adopt best practices in e-business and supply chain management to be globally competitive as both are realities and prospects in 21st century

The Impact of the Business Process Reengineering (BPR) on the Practices of the Human Resources Management in the Franco- Tunisian Company- Network

This research lays the emphasis on the business process reengineering (BPR) which consists in radically altering the organizational processes through the optimal use of information technology (IT) to attain major enhancements in terms of quality, performance and productivity. A survey of the business process reengineering (BPR) was carried out in three French groups and their subsidiaries in Tunisia. The data collected were qualitatively analyzed in an attempt to test the main indicators of the success of a business process reengineering project (BPR) and to compare the importance of these indicators in the context of France versus Tunisia. The study corroborates that the respect of the inherent principles of the business process reengineering (BPR) and the diversity of the human resources involved in the project can lead to better productivity, higher quality of the goods or services and lower cost. Additionally, our results mirror the extent to which the respect of the principles and the diversity of resources are more important in the French companies than in their Tunisian subsidiaries

BPR vs. BPI: Contrasting Two Constructs

As the efficacy of business process reengineering (BPR) has come under question, organizations are seeking ways to modify its implementation. This has led to some semantic confusion over alternate methodologies for changing an organization’s business processes. This paper attempts to reduce confusion by distinguishing between BPR and BPI (business process improvement)

Information integration – an essential pillar in e-government development

The purpose of this paper is to explain and promote the need for ERP implementation in the public sector, to support the growing request for effective information systems, from the e-government viewpoint and under its influence. The paper also debates the major challenges in ERP implementation issued from research of published case studies. The challenges analysis turns out four major issues to address in order to overcome the integration obstacles and create a solid infrastructure for e-government.integration, Enterprise Resource Planning (ERP), e-government, public sector, business process reengineering (BPR)

Pengaruh Critical Success Dalam Implementasi Enterprise Resource Planning (ERP) Terhadap Kinerja Perusahaan Studi Pada PT. Angkasa Pura II (Persero)

This study aims to determine the effect of the critical success factor in the implementation of enterprise resource planning (ERP) and company performance study at PT Angkasa Pura II (Persero). Critical success factor was measured by using a variable business process reengineering (BPR), education and training (DIKLAT), and support suppliers (VENDOR) towards success ERP implementation (KIMP). The company's performance is measured by looking at the net benefit of implementing ERP systems for companies (NETB). The result of Lisrel 8.8 has an analysis that shown to business process reengineering (BPR = 2.41), education and training (DIKLAT = 5.53), support suppliers (VENDOR = 4.30) has a positive influence on the successful implementation of ERP (KIMP), and the successful implementation of ERP (KIMP = 10.10) positively influences to net benefit of implementing ERP systems for companies (NETB).

The Link between BPR, Evolutionary Delivery and Evolutionary Development

In this paper we intend to show how the challenges of managing a Business Process Reengineering (BPR) project are consistent with the ones of a Systems Development project. As traditional management techniques were no longer appropriate in the changing business environment, companies employed BPR to achieve elevated business performance. Similarly, as traditional systems development approaches delivered disappointing results, system developers experimented with other models, including Evolutionary Delivery and Evolutionary Development, in order to enable successful technology exploitation by businesses. Both these business and systems initiatives embrace elements of cultural change, management flexibility, empowerment, organisational readiness, and technology introduction in a changing environment. We will present the similarities of the two initiatives and show how progress in one initiative could contribute in the progress of the other

The Role of IT in Business Process Reengineering

Many organizations in the world are going for Business Process Reengineering (BPR) toimprove profits, to reduce costs, to improve turn around times, to improve quality or to provide betterservice to the customer, etc. This article discusses business process, business process reengineering,top management’s role, reengineering team, process redesign, external consultant, skills required for areengineer, communicating in the team, role of IT in business process implementation and advantagesof the combination of IT and BPR in detail