The purpose of this paper is to analyse how supply chain (SC) efficiency is related to SC maturity level. The relationship is analysed through a link-up between business process orientation (BPO) improvement practices and process change. A case study was used as a methodology for analysing the link-up. The SC maturity level was evaluated by using documentation review, a previously developed questionnaire and in-depth unstructured interviews with process managers. Efficiency of SC processes was evaluated by using simulation modelling at three different points in time: past, present, and future.Business process change at the SC level can bring several benefits to all companies involved. It is an enabler for BPO improvement and consequently increased SC maturity. However, we can also see that a certain level of SC maturity is a precondition for significant changes, integration, and efficiency improvements of SC business processes. The paper shows that technological changes are important for effective SCM, however, the main cause of SCM improvements is organisational changes and an integration of business processes.
COBISS.SI-ID: 20885734
Although business process management (‘BPM’) is a popular concept, it has not yet been properly theoretically grounded. This leads to problems in identifying both generic and case specific critical success factors of BPM programs. The paper proposes an underlying theoretical framework with the utilization of three theories: contingency, dynamic capabilities and task technology fit. The main premise is that primarily the fit between the business environment and business processes is needed. Then both continuous improvement and the proper fit between business process tasks and information systems must exist. The underlying theory is used to identify critical success factors on a case study from the banking sector.
COBISS.SI-ID: 18676198
The paper argues that attitudes to SOA follow a typical hype cycle from Technological Trigger, Peak of Inflated Expectations, and a Trough of Disillusionment to the more recent realisation that SOA is a concept that may offer certain benefits but has several limitations. The main research question studies how the attitude to SOA changes in various phases of the hype cycle, how the SOA implementation cycle and an increase in business process maturity (BPMa) are interconnected and which factors influence the transition between the hype cycle phases. The paper shows that an organization‟s success with implementing SOA depends on its ability to match the SOA implementation with an increase in BPMa. The dual purpose of implementing SOA is shown in the first framework: to assure the coherence of IT assets and to assure business/IT alignment. In the second framework, the interconnection of SOA and BPMa and its role in transiting through the hype cycle phases is outlined. The findings are analysed using a longitudinal case study of a large Slovenian company
COBISS.SI-ID: 20200934