The BPR SCOPE concept in leveraging improved supply chain performance

Abstract

There are three possible outcomes following the undertaking of BPR projects. First, a BPR programme may fail in the short or long term either because it is improperly implemented or because there is no effective follow‐up. Second, a BPR programme may be deemed satisfactory in outcome yet still does not appear to significantly improve bottom‐line performance. Finally, there is the BPR programme which is highly successful and significantly improves the bottom‐line performance. It is identifying the last category which is the subject of this paper. In our view, to maximise the probability of making a major impact on the supply chain bottom line, BPR programmes should be planned to have adequate SCOPE. This is a three‐dimensional model of the change process with breadth, depth and width axes. Our approach to evaluating BPR impact is illustrated by application to the product delivery process of an electronics products supply chain. The prediction of improved performance is demonstrated via a dynamic simulation model of a real‐world supply chain as a function of the particular implementation phase of the BPR programme. The eventual improvement in performance obtained after a number of years progress is very significant. Indeed, in material flow terms, it is now a structurally much improved, robust and internationally competitive supply chain.

Citation

Berry, D., Evans, G.N., Mason‐Jones, R. and Towill, D.R. (1999), "The BPR SCOPE concept in leveraging improved supply chain performance", Business Process Management Journal, Vol. 5 No. 3, pp. 254-275. https://doi.org/10.1108/14637159910283001