某大型流通企业的物流业务流程重组

分析了业务流程优化原理及方法,特别是常用BPR重组流程的方法,并在此基础上应用在某大型流通企业物流业务流程重组过程中,物流业务流程优化是提高企业管理水平,增强企业竞争力的有力手段,BPR优化方法在其中起到关键作用。     

论ERP与企业流程再造

由于我国企业的自身特性,无论是从ERP软件背景,还是ERP系统功能应用和应用目的等方面都要求企业对原有流程进行优化、重组,ERP与BPR互为成功条件。文章指出,企业应将实施ERP与实施BPR两者结合起来,集成实施。     

企业BPR实施过程中的风险分析

企业实施业务流程重组(BPR)是一个高风险高收益的项目.针对目前国内企业BPR风险性高,成功率低的情况,我们有必要对实施BPR过程中的各种风险因素进行分析研究,并找出解决方案,以期对我国企业顺利进行企业流程再造有所帮助.     

基于BPR的物资管理流程重组

简要地分析了BPR理论,结合某钢铁企业物资管理流程重组的案例,详细介绍了物资管理流程重组的方法和步骤,同时对重组后的效果进行了分析。     

企业BPR实施过程中的风险分析

企业实施业务流程重组(BPR)是一个南风险高收益的项目。针对目前国内企业BPR风险性高,成功率低的情况,我 们有必要对实施BPR过程中的各种风险因素进行分析研究,并找出解决方案,以期对我国企业顺利进行企业流程再造有所帮 助。     

基于BPR物流订单信息处理系统流程重组建模分析

BPR是先进的管理技术,消除了传统模式的成本风险,最大限度地保证质量。文中基于BPR业务流程重组理念,对物流订单处理系统流程重组进行建模分析,从而实现公司在成本、质量、服务和速度等业绩指标价值的最大化。     

业务流程重组

业务流程重组（BPR）自20世纪90年代提出后曾一度成为风靡全球的管理理论和实践。通过面向客户需求的流程重组，很多企业进行了大刀阔斧的变革。长城战略咨询结合自身的管理实践，认为只有将BPR作为战略管理工具，企业战略引导业务流程，业务流程支持公司战略，最终才能实现企业目标和管理变革。文中探讨了企业商业模式、效率、组织柔性和灵活性与流程关系，提供了BPR的典型案例和实施经验。     

建筑企业实施BPR的思考

在分析企业流程重组(Business Process Reengineering，简称BPR)的本质、原则基础上，针对我国建筑企业的现状、特点，讨论了建筑企业实施BPR的条件和工作重点，分析了建筑企业实施BPR面临的突出困难，并提出了相应的对策。     

ERP与BPR整合分析

为了适应新的市场环境．提高竞争力．许多企业实施了ERP与BPR。但是要真正充分发挥ERP与BPR的作用，必须将二者成功整合起来。本文首先分析了二者整合的必要性和可行性，进而提出了整合过程中的三个主要问题。即：员工素质的提高、流程重组以及组织管理的优化，并对它们进行了分析。     

BPR在我国中小企业的实施应用

本文对通过对BPR理论及信息构建认识并结合案例分析,提出BPR在企业流程再造中的实施应用所取得的效果及应注意的问题。     

物流企业流程再造采纳的影响因素探讨

业务流程再造自诞生以来,越来越多的企业开始尝试。但其失败率也很高。文章探讨了在项目规划的前期阶段影响业务流程再造采纳的因素。根据技术创新模型和主体采纳创新因素分类框架。结合前期规划阶段业务流程再造项目考虑最多的四个特性．建立了业务流程再造采纳模型（POE）。模型包含三方面因素：项目自身特性（项目激进程度、流程结构性、顾客导向以及IT能力要求）,组织因素（资源准备、高层的支持）;环境因素（行业压力、政府推动）。     

Business process re-engineering in the logistics industry: a study of implementation,success factors,and performance

As business process re-engineering (BPR) is an important foundation to ensure the success of enterprise systems, this study would like to investigate the relationships among BPR implementation, BPR success factors, and business performance for logistics companies. Our empirical findings show that BPR companies outperformed non-BPR companies, not only on information processing, technology applications, organisational structure, and co-ordination, but also on all of the major logistics operations. Comparing the different perceptions of the success factors for BPR, non-BPR companies place greater emphasis on the importance of employee involvement while BPR companies are more concerned about the influence of risk management. Our findings also suggest that management attitude towards BPR success factors could affect performance with regard to technology applications and logistics operations. Logistics companies which have not yet implemented the BPR approach could refer to our findings to evaluate the advantages of such an undertaking and to take care of those BPR success factors affecting performance before conducting BPR projects.     

面向虚拟企业供应链管理的业务流程重组

本文以虚拟企业和全面供应链管理为切入点，提出面向供应链管理的业务流程重组，在此基础上，并根据内涵和需考虑的因素，给出了业务流程重组动态过程模型和相应的功能及实现。     

Witty invention or dubious fad? Using argument mapping to examine the contours of management fashion

This paper examines management fashion discourse based on the premise that management fashions are not neutral, but problematic. It grounds this premise on Abrahamson and Fairchild's (1999) observation that attributes the upswings of management fashion discourse to “emotionally charged, enthusiastic and unreasoned discourse”. Adopting this critical perspective, the paper conducts a careful analysis of faddish discourse in an attempt to understand the discursive ailments that would justify ascribing a diagnosis of “unreasoned” to this discourse. To achieve this goal, the paper employs the technique of argument mapping to examine and compare the structures of early discourse surrounding: (1) Business Process Reengineering (BPR) – typically now considered a fad; (2) Enterprise Resource Planning (ERP) – an enduring, non-faddish IS discourse; and (3) Service Oriented Architecture (SOA) – a more recent discourse that is evaluated based on insights derived from comparisons of BPR and ERP. Findings from the resultant argument maps show conspicuous differences between BPR and ERP argumentation, which suggests an association between early argument structure and the faddish trajectory of discourse. Similarly, insights derived from ERP and BPR argument comparisons suggest that SOA is more likely to follow the faddish course of its BPR predecessor rather than the enduring track of ERP.     

业务流程再造的风险管理

业务流程再造(BPR)带来了企业管理领域的一场深刻革命,但是其较高的失败率使众多的企业望而却步。在流程再造中引入风险管理,及时发现并控制和规避风险,具有重要的理论和实践意义。本文提出了BPR项目中风险管理的应用方案,以探寻业务流程再造的成功之路。     

浅谈企业业务流程再造

本文对流程再造的含义和产生背景进行了简单的描述,对原有企业流程中存在的问题进行了简单的总结,进而提出了企业流程再造的实施步骤,并对实施再造过程的关键点进行了归纳,指出了衡量再造工程成功的标准,最后对流程再造工程作了补充说明。     

‘What Happens when the Phone goes Wild?’: Staff,Stress and Spaces for Escape in a BPR Telephone Banking Work Regime

This paper explores the experiences of staff working under a business process re-engineering (BPR) work regime. We examine the nature of work within a team-based, multi-skilled and empowered environment within financial services. Despite mixed responses our case study indicates that for those employees who remain in employment after ‘re-engineering’, working conditions may become more stressful and intensive. Although some staff may welcome those elements of a BPR work regime that facilitate a more varied work experience, the possibilities for satisfaction are often curtailed due to management$apos; preoccupation with productivity and ‘bottom line’ results. In practice BPR is neither as simple to implement nor as ‘rational’ in its content as the gurus would have us believe. Partly for these reasons it is also not as coercive in its control over labour as some critics fear. While managers may only want to encourage employee autonomy that is productive to its ends, we identify a number of occasions where autonomy is disruptive of corporate goals. The paper seeks to add to our understanding of ‘stress’, ‘resistance’ and management ‘control’ by considering the ways in which staff engage in the operation of BPR so as to maintain and reproduce these conditions. This dynamic cannot be understood, however, outside of the relations of power and inequality that characterize society and employment.     

The Violent Rhetoric of Re-engineering: Management Consultancy on the Offensive

Business process re-engineering (BPR) was a leading form of organizational restructuring from the late 1980s until the late 1990s. This paper seeks to contextualize its development and account for its particularly bellicose language by reflecting on its historical antecedents in the west and its contemporary competitors in the east. We suggest that one way of reading BPR is as a form of ‘inverse colonization’ in which US managerial discourse both assimilated and revolted against the growing domination of Japanese thinking and practice. We conclude with some speculative comments on related causes of the rise of violent managerial rhetoric.     

BPR中信息系统开发战略及过程框架

自从企业流程再造的思想引入中国以来,在企业中得到了广泛的应用。作为BPR的使能器之一,信息系统受到了企业的重视,企业也逐渐意识到在流程再造过程中建立信息系统的作用。然而传统的信息系统开发方法无法适应流程再造所倡导的过程管理观点。本文从企业流程再造与信息系统之间的关系入手,利用规范研究方法构建了BPR中信息系统开发战略框架模型,提出了BPR中信息系统开发过程框架。