Describes a case study of a process reengineering project conducted by a tier 1 supplier in the automotive industry. The process that was reengineered was the bill‐to‐cash process for its OEM customer. Deficiencies in the process came to light as a result of implementing OEM mandated support for the firm’s material flow process. The case analysis examines the interconnectedness of processes within a firm and how changing one through adoption of EDI can affect or draw attention to a number of related processes. Describes the role played by a very active industry interest group, which has served as a supporter and advocate for the adoption of EDI within the automotive supply chain.
Lauer, T.W. (2000), "Side effects of mandatory EDI order processing in the automotive supply chain", Business Process Management Journal, Vol. 6 No. 5, pp. 366-375. https://doi.org/10.1108/14637150010352381
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