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Process redesign is not always successful and is almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive results. As important as it is to understand how to reengineer, it is crucial to understand how to avoid the traps. A disciplined, step‐by‐step approach to implementing process redesign is critical to the effort. This article offers a framework for the successful design and construction of the reengineering solution.

The purpose of this paper is to provide a methodology to industry and academia on how to reengineer the order fulfillment process (OFP) by capitalizing on integration and coordination across the entire supply chain to sustain supply chain management.

A case study at a semiconductor equipment manufacturer in Singapore is undertaken.

This paper confirms that the traditional OFPs present companies a challenge to satisfy the demanding customer requirements while achieving performance optimization of each supply chain partner; and it is imperative to reengineer the OFPs to stay competitive. To successfully reengineer OFPs, the efforts should be systematically organized to, for example, exploit potential processes as many as possible, determine an optimal process based on mathematically sound grounds.

The use of a single case study may limit the generalizability of the findings.

A methodology incorporating accountability‐centered approach and simulation is developed for companies to reengineer OFPs while considering the entire supply chain.

The literature does not provide solutions for reengineering OFPs regardless of the fact that OFP reengineering is an emerging area of interest. This paper presents a valuable contribution to this topic by introducing a methodology and by applying the methodology to a semiconductor equipment manufacturer in Singapore.

The purpose of this paper is to present a methodology to assist enterprise decision makers (DMs) to select from a number of processes during Business Process Reengineering (BPR) according to organizational objectives. Indeed, after the identification and classification of process and illustration of the organizational objectives and criteria, the effect of each process on each objective and criterion is calculated to select the most appropriate processes for reengineering purposes.

The proposed methodology uses fuzzy quality function deployment (QFD) technique to convert the qualitative data (DM’s opinion) to quantitative ones and then calculates the effects of each process on the organizational objectives and criteria. Then, by using the result of fuzzy QFD, the amount of satisfaction of each process according to each criterion is calculated. By combining this data with other effective variables in BPR projects such as “cost” and “time,” a multi-objective goal programming (GP) model is formulated and solved to identify the most appropriate business processes.

In fact, a quantitative model is presented in which fuzzy QFD and GP methods are combined to help DMs to adopt an appropriate strategy for implementing BPR projects successfully by selecting proper processes for reengineering purposes. In addition, the presented model uses both qualitative and quantitative data and turns them into quantitative ones. An example is also provided to show how the model works.

Following this investigation, other researchers could able to complete the model with more dynamic and local variables to enhance the accuracy of the model.

The introduced model will support organizations and managers to select appropriate processes for BPR; so in practice, the mentioned projects will be more efficient and successful.

The paper study is essential for organizations, because the presented decision-making model is based on fuzzy QFD and GP methods that enable the enterprises to select the business processes during the BPR projects easily. In this paper, a GP model is presented to create a balance between organizational satisfaction level and cost and time of implementing BPR projects considering organizational constraints. The proposed model was applied to a real case and the authors showed that it is an easy-to-use, valid, and powerful tool for implementing BPR projects.

Using 12 case studies, the purpose of this paper is to investigate the use of business analysis techniques in BPR. Some techniques are used more than others depending on the fit between the technique and the problem. Other techniques are preferred due to their versatility, easy to use, and flexibility. Some are difficult to use requiring skills that analysts do not possess. Problem analysis, and business process analysis and activity elimination techniques are preferred for process improvement projects, and technology analysis for technology problems. Root cause analysis (RCA) and activity-based costing (ABC) are seldom used. RCA requires specific skills and ABC is only applicable for discrete business activities.

This is an exploratory case study analysis. The author analyzed 12 existing business reengineering (BR) case studies from the MIS literature. Cases include, but not limited to IBM Credit Union, Chase Manhattan Bank, Honeywell Corporation, and Cigna.

The author identified eight business analysis techniques used in business process reengineering. The author found that some techniques are preferred over others. Some possible reasons are related to the fit between the analysis technique and the problem situation, the ease of use-of-use of the chosen technique, and the versatility of the technique. Some BR projects require the use of several techniques, while others require just one. It appears that the problem complexity is correlated with the number of techniques required or used.

Small sample sizes are often subject to criticism about replication and generalizability of results. However, this research is a good starting point for expanding the sample to allow more generalizable results. Future research may investigate the deeper connections between reengineering and analysis techniques and the risks of using various techniques to diagnose problems in multiple dimensions. An investigation of fit between problems and techniques could be explored.

The author have a better idea which techniques are used more, which are more versatile, and which are difficult to use and why. Practitioners and academicians have a better understanding of the fit between technique and problem and how best to align them. It guides the selection of choosing a technique, and exposes potential problems. For example RCA requires knowledge of fishbone diagram construction and interpreting results. Unfamiliarity with the technique results in disaster and increases project risk. Understanding the issues helps to reduce project risk and increase project success, benefiting project teams, practitioners, and organizations.

Many aspects of BR have been studied but the contribution of this research is to investigate relationships between business analysis techniques and business areas, referred to as BR dimensions. The author try to find answers to the following questions: first, are business analysis techniques used for BR project, and is there evidence that BR affects one or more areas of the business? Second, are BR projects limited to a single dimension? Third, are some techniques better suited for diagnosing problems in specific dimensions and are some techniques more difficult to use than others, if so why?; are some techniques used more than others, if so why?

Pacific Bell has pioneered the development of a unique concept for computing the amount of value added by a given component business process before and after process reengineering efforts. Its innovative Process Value Estimation (PVE) methodology enables management to target processes ripe for reengineering and prevent cost cutting that reduces value.

This paper seeks to reengineer the applications' processes of the Naturalization and Residency Department in Al Ain city and to develop an electronic version of the reengineered processes.

The research approach used in this work is similar to the five‐point redesign process. Also, this work is categorized as incremental as opposed to the radical way of change. The five steps are: establishment of the business vision and objectives; identification and focus on the core business processes that support them; modeling and analysis of the business environment; streamlining; and continuous control and improvement of the previous steps.

It is believed that the best possible solution for shorter and more efficient processing paths was achieved. Great savings in cost, time and human resources were achieved. Many factors have contributed to the success of the work. These include the efficient reengineered process, efficient database design, search facilities, electronic document archive and easy‐to‐use user interface.

There were some critical factors that had to be considered. Perhaps, one of the most serious obstacles was the reluctance of some key decision makers to cease or reduce some of their authorities. Those officers believe that a direct supervision or control on the different stages of the processes is essential. Special considerations may be required under certain circumstances and these are only dealt with by key decision makers. The absolute minimum of two approval points model has helped to eliminate those legitimate concerns. Other factors such as reluctance of the users to accept change, job redundancy resulting from the change and financial resources were important but less significant.

The paper is a case study that describes the reengineering processes in the public sector in UAE. This sector suffers from a great deficiency and this work represents a leading step towards improving its working practices. The value of the paper lies in the comprehensive study and analysis of this department and the efficient customized solutions it offered.

Many managers wrongly think of business process reengineering only in terms of automating paperwork to cut costs and headcount. But the methodology can also be used to create sets of superior business processes that together produce unique goods and services their customers value highly. In the following cases the companies have achieved important competitive advantage because their customer‐serving processes—and all the business processes sub‐routines—are seen as the means

The purpose of this paper is to present a model in order to select the most appropriate process for business process reengineering (BPR) through evaluation of the degree of change.

Corporations usually work in an environment in which business requirements are subject to continuous inevitable change. Therefore, in order to sustain competitive advantage, the corporations are required to continuously configure their business processes and operations with respect to these changes. This paper presents a model for evaluating change in an organization. By applying this model, one can select appropriate processes for reengineering.

The proposed model was confirmed by consulting with engineering companies and was also implemented in one of them. This model includes five soft and hard dimensions, 19 factors, as well as 44 indicators for measuring the changes. Eventually, the proposed model was carried out in “recruitment” and “performance measurement” processes in a consulting engineering company in the water industry.

The paper shows that by applying the selected best practices in BPR projects, some degrees of changes are imposed upon corporation in which soft factors usually cannot be assimilated to these changes. This condition leads to a high resistance and finally the failure of the changes in corporation.

If reengineering's such a cure‐all, why does it fail more often than not? The answer, say its adherents, lies in how seriously you take its mandate.

The purpose of this paper, positioned in the halal logistics research domain, is to bridge the gap between the theory of halal logistics and halal logistics' empirical implementation through a business process reengineering (BPR) project in the context of a major European airport (i.e. Frankfurt Airport, Fraport AG).

An in-depth case study approach has been adopted in the authors' business processes reengineering proposal. Prior investigations on the topic maintained that “business process analysis and activity elimination” (BP and AE) and “problem analysis” (PA) are the most widespread approaches when the prominent business reengineering dimension under analysis is the specific process/task. Consistently, the authors adopted a six-step BP&AE-based model in order to implement the halal logistics requirements in the context of an air cargo supply chain.

This paper addresses fundamental issues about the analysis and the redesign of air cargo processes when halal shipments are taken into account. Conceptual breakthroughs of new processes are suggested. The paper sheds light on potential issues which may arise when adapting the extant air cargo processes to halal logistics guidelines. In addition, the paper suggests an appropriate resolution scheme articulated in two stages of progressively higher compliance to halal logistics according to the Malaysian standards (MS).

The outcome of this work has implications for practitioners, researchers, and transport associations. For practitioners, the study offers an immediately applicable implementation plan which is ready to be discussed with all agents involved in the business reengineering (BR) process. For researchers, the study offers a basis for future halal logistics reengineering projects, both from a theoretical and from an empirical standpoint. Finally, the collaboration of transport associations will become mandatory due to an update of the International Air Transport Association (IATA) code system that includes a dedicated halal code, “HAL”, for halal air cargo shipments.

The concept of halal logistics is still in the infant stage and there is a complete lack of academic publications, especially empirical implementations of halal logistics principles. The authors' project provides detailed guidelines to help air cargo operators operating in non-Muslim-dominant countries to reengineer their internal processes and, in doing so, to comply with halal logistics and principles.