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Business process re-engineering (BPR) initiatives are complex endeavours which require many factors to ensure success. However, most studies focus on the organisational processes and improvement within the organisation itself and less on the project team and management dynamics. The study aimed to identify factors that enabled the completion of a BPR, in a technical firm, based on reflections on the project management style.

The study entailed a descriptive and interpretive case study with reflections from project team members. Data were analysed using descriptive statistics and content analysis.

Findings revealed that critical success factors for BPR in a technical firm include project leadership and sponsorship, organisational culture and attributes, team dynamics and the nature (activities), and duration of the process.

The findings will benefit project managers in improving their competence and project success through reflective practice. The identified factors could be used in future projects of a similar nature and size to improve how organisations execute BPR projects.

The study used reflections to identify success factors for BPR in a technical firm.

Adopting additive manufacturing (AM) on a large-scale requires an adoption in company value chains. This may happen through product innovation and require interorganizational cooperation, but the value-adding potential of cooperation and application recognition is still poorly understood. This study aims to investigate the progress of AM adoption in innovation projects featuring AM application recognition and interorganizational cooperation in the value chain.

A multiple-case study was implemented in successful metallic AM adoption examples to increase the understanding of AM adoption in value chains. Primary data were collected through interviews and documents in three AM projects, and the data were analyzed qualitatively.

All three AM projects showed evidence of successful AM value chain adoption. Identifying the right application and the added value of AM within it were crucial starting points for finding new value chains. Interorganizational collaboration facilitated both value-based designs and experimentation with new supply chains. Thereby, the focal manufacturing company did not need to invest in AM machines. The key activities of the new value chain actors are mapped in the process of AM adoption.

The cases are set in a business-to-business context, which narrows the transferability of the results. As a theoretical contribution, this paper introduces the concept of AM value chain adoption. The value-adding potential of AM is identified, and the required value-adding activities in collaborative innovation are reported. As a practical implication, the study reveals how companies can learn of AM and adopt AM value chains without investing in AM machines. They can instead leverage relationships with other companies that have the AM knowledge and infrastructure.

This paper introduces AM value chain adoption as a novel, highly interactive phase in the industry-wide adoption of metallic AM. AM value chain adoption is characterized in multi-company collaboration settings, which complements the single-company view dominant in previous research. Theory elaboration is offered through merging technology adoption with external integration from the information processing view, emphasizing the necessity of interorganizational cooperation in AM value chain adoption. Companies can benefit each other during AM adoption, starting with identifying the value-creating opportunities and applications for AM.

Diminishing local government budgets and the need to reduce highway works activities necessitate cost effective and efficient processes. The purpose of this paper is to investigate streamlining road works administrative processes to enhance coordinated working at Derby City Council.

Case study research of a local authority was undertaken using business process mapping. Specifically, Swimlane analysis enabled re-engineering of business processes from design stage, to works permit issuance. Process improvement recommendations were validated by nine industry experts through a focus group and semi-structured interviews. A logic map was developed for transferability to other councils, identifying key attributes for a successful administrative road works management process.

Research revealed inherent silo working and processes built around fragmented IT systems creating process inefficiency. Validation found numerous practices and management styles were culturally embedded and common across councils. Peer reviewed recommendations are made to improve working practices, including improving IT systems, removing process bottlenecks, and training staff.

Whilst road works management policy is generally under-researched, its strategic and negative impacts are widely acknowledged. This study highlights the day-to-day operational problems which are interconnected to the strategic impact, bridging an important gap in knowledge, as well as adding to business process re-engineering literature.

The research adds to a limited body of road works management policy research, and also presents a high-level logic map for councils to adopt as appropriate.

This paper aims to review the application of business process management (BPM) in the port sector. Its objective is to understand whether BPM principles are applied in the port sector, the role of the procedural factor in port performance evaluation and whether electronic data interchange systems have been used for process management purposes.

The objective of this research is to conduct a critical review of existing academic literature in the domain of BPM and its application in the ports sector. This paper assessed more than a hundred recent publications, from key journals in the domains of port economics, BPM and information technology. The two principle platforms used are the online databases of the World Bank Group and the University of Antwerp.

Academic literature reviewed reveals a partial application of BPM in the port and maritime sector. BPM related research is conducted via the utilization of modeling algorithms or optimization and simulation tools. There exists evidence that electronic data interchange (EDI) data extracted from EDI platforms can be used to model inter-organizational business processes in several industries. Yet, to the best of the author’s knowledge, no research investigates Port Community System (PCS) or single window (SW) data utilization for BPM purposes, although PCS and SW benefits are well documented. Port performance is largely assessed based on the production theory, and limited number of studies use elements of procedural efficiency as variables for their analysis.

The holistic application of BPM has been researched in numerous industries but in the port sector. This paper constitutes the first section of an original research study to define key components, assumptions and constraints for developing a comprehensive BPM framework in the port sector.

The current study addresses how blockchain can deal with the challenges that the midstream liquefied natural gas (LNG) supply chain poses combined from a management standpoint. Such challenges are: the volume of transactions, communication hurdles and the lack of contemporary management tools. The paper proposes a comprehensive framework to assess the impact of blockchain implementation in the midstream LNG supply chain in order to tackle those barriers.

The basis of the research is the business process modelling (BPM), through which entities, roles, tasks, resources and transactions can be modelled and simulated. The modelling of the midstream LNG supply chain, via BPM, is based on guidelines of the Society of International Gas Tanker and Terminal Operators (SIGGTO) and common industry business models. A quantitative analysis is employed to support the motivation and the potential impact of blockchain implementation. The methodology is used to identify (1) inefficiencies related to large volume of transactions between stakeholders and (2) critical areas of an LNG shipping company, where blockchain can be implemented.

Process repeatability, numerous shared documentation forms, excessive paperwork and communication imbroglios are mapped from the modelling section. Up to 327 processes are repeated during a typical vessel voyage, and up to 122 shared documentation forms are exchanged. Excessive paperwork and communication imbroglios are tracked through, which correspond to 25 severe errors as detected. By implementing the methodology, stakeholders can quantify the possible impact of blockchain on the operational performance of each stakeholder's operations separately and the supply chain as a whole in terms of real-time monitoring, transparency and paperwork reduction, time and cost savings.

The research has certain limitations deriving from its conceptual nature. The business processes' modelling is based on standard procedures described in the guidelines by SIGGTO and may need further adjustment for specific use cases. A structured case study has not been realisable as corporate data for an LNG shipping company regarding processes and other commercial sensitive information are required.

Potential practitioners may exploit the proposed framework as a low cost and seamless tool to evaluate how blockchain could disrupt their operations. Thus, the blockchain implementation's improvements or weaknesses can be pinpointed, and enabling the interested stakeholder of the LNG supply chain with specific feedback, it can guide them towards informed decisions on their operations.

The research has a novel approach as it combines the creation of practical management framework, with a comprehensive visualization of the midstream LNG supply chain. Thus, the reader can identify in which parts of the midstream LNG supply chain can blockchain be implemented, and what impact it could have in terms of supply chain operations.

In the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects.

The paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations.

This paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged.

ERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.