[Business Process Management]

By

Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

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I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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Abstract

in formulating e-business strategies enabled by the internet and www, parallels can be drawn from the viewpoint on process enabled by desktop and centralized computing in the 1990s, and that of present day. in this paper, the cornerstone of 1990s thinking on process, hammer and champy's nine best practices, are analyzed to apply for e-business process management (e-process management). for instance, hammer and champy's first principle is re-stated as “[o]rganize around business rules (some combined tasks can be performed by stakeholders using interfaces accessed via the www)”. one finding is that checks and controls may not need to be reduced - as hammer and champy espouse - if they are perceived as valuable and can be performed inexpensively using internet technologies. this work evolves the traditional re-engineering framework to use in current e-business realities; it can be applied to formulate e-business strategies that are rooted in more traditional, and vetted, management thinking.

Table of Contents

CHAPTER 1: INTRODUCTION6

Background of Agile Adaptation in Supermarkets6

Agile Adaptation of Tesco Plc12

CHAPTER TWO: LITERATURE REVIEW16

The need of CSFs for BPM and IT use17

Theoretical background18

Fit between the business environment and business processes19

Continuous improvement efforts to assure sustained benefits from BPM20

The fit between business processes and technology21

BPM And TESCO22

CHAPTER THREE: METHODOLOGY42

CHAPTER FOUR: DISCUSSION AND ANALYSIS43

CHAPTER FIVE: CONCLUSION50

REFERENCES53

Chapter 1: Introduction

Background of Agile Adaptation in Supermarkets

Market dynamics such as increasing levels of trade liberalisation including lowering of tariffs, product-life cycle movements across markets and convergence in food consumption behaviours have influenced firms to switch from strategies based on competition to more cooperative modes of engagement (Vakoufaris et al., 2007; Mikkola, 2008; Villalonga and McGahan, 2005; Caloghirou et al., 2003). A globalised and increasingly competitive business environment often demands that firms pursue collaborative initiatives to succeed. Some studies even contend that firms can simultaneously pursue both competitive and collaborative actions (Luo et al., 2006; Lado et al., 1997; Brandenburger and Nalebuff, 1996). Firms can compete in one sector, for example in the retail market or the domestic market but can collaborate in another market, for example the food service or export markets. Simultaneous competition and co-operation is becoming an important strategy pursued by many large corporations especially in the high technology and consumer electronics sectors (Cravens et al., 1993; Barney, 1986, 1990). Thus, the debate is no longer centred on whether inter-firm alliances are beneficial but rather on how to develop alliances that benefit all partners (Logan, 2000; Menon et al., 1998).

Outsourcing alliance is a seller's contractual arrangement with a vendor to provide a number of closely linked functions as an agent of the ...