Synergizing Business Process Reengineering with Enterprise Resource Planning System in Capital Goods Industry

Business Process Re-engineering (BPR), a concept to business strategy, made its impact in industrial sectors with the advent of liberalization, privatization and globalization of the Indian economy. But, BPR alone can’t fetch the desired benefits in terms of profitability and sustainability of an organization without properly addressing the issues and problems of external stake holders throughout the supply chain. Introduction of Information Communicated Technology (ICT) driven cross functional concepts like Enterprise Resource Planning (ERP) seamlessly integrated all functional areas and brought about significant improvement in business process as well as the productivity of the companies. With service operation growing rapidly, ERP expanded its scope to synergize back office function automation with front office functions.Customer centric business environment like capital goods in manufacturing sector, it is always paramount importance to critically analyze the flow of business process with changing market scenario. Functionality like planning of an ERP system provides business enterprises the much sought after means to manage production capacity, material availability and shipment schedules. Forward looking Company is on serious lookout of realigning its business strategy to strengthen its market base while making forays into new business areas. Of the many initiatives taken so far, the one that holds the key to its long term sustainability is the successful implementation of BPR. Integrating all facets of business activities with a cost-effective manner both in ‘front’ as well as ‘back’ office automation is a real challenge today. Synergizing the two, however, is the challenge to the stakeholders at large; as multiple issues, both technical and non-technical, need to be addressed concurrently while putting a strategic model to work. Interestingly, not much work has been done in this area….further study is envisaged. Here an attempt has been made in orchestrating a scenario building exercise in order to break the jinx that capital goods industry has not been able to achieve despite best of its efforts.