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Despite the widespread adoption of business process re‐engineering (BPR), it has in many cases repeatedly failed to deliver its promised results. The lack of integrated implementation approach to exploiting BPR is seen as one of the important reasons amongst others, behind BPR failures. Yet, a relative void in the literature remains the scarcity of suitable models and frameworks that address the implementation issues surrounding BPR. This motivates the presented study to attempt to provide a “frame of reference” with which current practices can be re‐positioned. A survey was therefore designed to collect data from a sample of organizations in the USA and Europe. The survey assesses the level of importance placed on the essential elements of integrated BPR implementation. In doing so, the study was also able to identify the level of maturity of BPR concepts within organisations. Empirical findings are then discussed in the context of other studies.

The significant growth of electronic commerce (EC) application is notable. More and more organizations are switching to online business to achieve better positions in the digital‐based competitive market. The process of EC is complex in nature and involves changes to business models and procedures. It is therefore worthy to study this new business phenomenon based on the experience of the organizations that have embarked on EC‐induced business change initiatives. This paper analyses several reported case studies of successful EC application to uncover the driving forces behind EC application, the approaches and methods adopted and the key critical factors that contribute to the success of the initiatives.

The continuing development of enterprise resource planning (ERP) systems has been considered by many researchers and practitioners as one of the major IT innovations in this decade. ERP solutions seek to integrate and streamline business processes and their associated information and work flows. What makes this technology more appealing to organizations is increasing capability to integrate with the most advanced electronic and mobile commerce technologies. However, as is the case with any new IT field, research in the ERP area is still lacking and the gap in the ERP literature is huge. Attempts to fill this gap by proposing a novel taxonomy for ERP research. Also presents the current status with some major themes of ERP research relating to ERP adoption, technical aspects of ERP and ERP in IS curricula. The discussion presented on these issues should be of value to researchers and practitioners. Future research work will continue to survey other major areas presented in the taxonomy framework.

Many organizations have moved from stand‐alone business information systems applications to integrated enterprise‐wide systems, enterprise resource planning (ERP). The implementation of ERP packages has created an opportunity to re‐engineer business processes within and beyond the organizational scope. Most notably, SAP R/3 has been widely implemented to create value‐oriented business processes that enable a high level of integration, improve communication within internal and external business networks, and enhance the decision‐making process. Though many organizations have reported dramatic improvements from SAP R/3 implementation, others have experienced difficulties in getting the R/3 modules aligned with other business components and systems. This paper describes a case study of a failed implementation of SAP R/3 to re‐engineer the business processes of a major manufacturer. Lessons in terms of factors that led to failure and their future implications are discussed in the light of the contrasting experiences of several best practice companies.

The development of enterprise resource planning (ERP) packages has created an opportunity to re‐engineer supply chains within and beyond the organizational scope. Most notably, SAP R/3 has been widely implemented to create value‐oriented supply chains that enable a high level of integration, improve communication within internal and external business networks, and enhance the decision‐making process. Though many organizations have reported dramatic improvements from SAP R/3 implementation, others have experienced difficulties in getting the R/3 modules aligned with other business components and systems. Describes a case study of a failed implementation of SAP R/3 to re‐engineer the supply‐chain and business processes of a major manufacturer. Lessons, in terms of factors that led to failure and their future implications, are discussed in the light of the contrasting experiences of several best practice companies. Based on the overall analysis, a framework for effective implementation of SAP R/3 is proposed.

This paper presents the concepts and principles of quality function deployment (QFD) as they have been implemented by Ford company. The paper illustrates the essential linkages between external and internal customers to suppliers (i.e. “Voice‐Quality‐Satisfaction” Chains).

The paper considers some of the details of changes that are occurring to support the “Breakthrough in Quality”. One of the key elements of the Ford Motor Company engineering quality improvements program (EQIP) within Europe has been the linking of some seven‐quality tool techniques including QFD as the core link. For the purpose of improving QFD, it is both useful and rational to look at ways in which it can be linked to, or integrated with other quality tools. The Ford EQIP training process argues that QFD, within a customer focused engineering (CFE) process is a key tool in linking all other tools, through the QFD process itself.

The paper also looks at discussions on QFD linkages with other quality tools and processes. This sequence of QFD linkages to other single, or dual linked quality tools finishing with some engineering processes is particularly discussed. Among these are Pugh Concept Selection, Taguchi methods, experimentation, failure mode effects analysis (FMEA), value management, quality benchmark deployment (QBD) and benchmarking, process management, statistical process control (SPC), team oriented problem solving – eight disciplines (TOPS 8D), and systems engineering.

Although the manifestation of the Ford customer satisfaction process has been reviewed as the CFE QFD process within Ford of Europe, its adoption and awareness is still limited. As a result of this, it is critical to review the research topic of customer satisfaction with a focus on how Ford Motor Company as a whole approaches this key goal through the use of various marketing, sales and marketing research office (MRO) initiatives.

It discusses the various arguments and proposals that link together the end user customers voice to the internal customer‐supplier chains that act on the customer input and feedback to improve product quality and ultimately deliver higher end user satisfaction.

The paper concludes with a discussion of the use of QFD with other quality tools and processes, the role of QFD within total quality management (TQM) processes, and team working.

This paper provides a holistic view of the Business Process Re‐engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failure. Finally, it explains how these factors influence the process of BPR implementation.