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This paper presents a structured approach for business process re‐engineering (BPR) in a large (global) corporation. The paper defines BPR, explores the principles and assumptions behind re‐engineering, and looks for common factors behind its successes or failures. In order to overcome the potential failures, we propose to view a global business as a system and use the system dynamics methodology in conjunction with analytic network process. This approach will enable corporations to understand the relationships among the components of a global business and link different sub‐systems properly when a re‐engineering process is taking place. The purpose of this approach is to increase the effectiveness of the re‐engineering process.

To provide a good insight into the use of analytic network process (ANP) that is a multiple criteria decision‐making methodology in evaluating supplier selection problems.

Supplier selection problems are multi‐objective problems which have many qualitative and quantitative concerns. In this study, an ANP model is proposed in evaluating supplier selection process as a framework to help managers.

It is shown that ANP can be used as a decision analysis tool to solve multi‐criteria supplier selection problems that contain interdependencies.

ANP is a complex methodology and requires more comparisons than the traditional AHP and it increases the effort.

Provides an effective framework to guide managers for evaluating suppliers.

Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to manufacturing management. Evidence from the literature indicates that few tools are available for supporting manufacturing‐business‐process‐management and that, except for a few small‐scale processes, BPS implementations in manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.

The purpose of this paper is to understand the effect of batching on bullwhip effect in a model of multi‐echelon supply chain with information sharing.

The model uses the system dynamics and control theoretic concepts of variables, flows and feedback processes and is implemented using iThink^® software.

It has been seen that the relationship between batch size and demand amplification is non‐monotonic. Large batch sizes, that when combined in integer multiples can produce order rates that are close to the actual demand, produce little demand amplification, i.e. it is the size of the remainder of the quotient that is the determinant. It is further noted that the value of information sharing is greatest for smaller batch sizes, for which there is a much greater improvement in the amplification ratio.

Batching is associated with the inventory holding and backlog cost. Therefore, future work should investigate the cost implications of order batching in multi‐echelon supply chains.

This is a contribution to the continuing research into the bullwhip effect, giving supply chain operations managers and designers a practical way into controlling the bullwhip produced by batching across multi‐echelon supply chains.

Previous similar studies have used control theoretic techniques and it has been pointed out that control theorists are unable to solve the lot sizing problem. Therefore, system dynamic simulation has been applied to investigate the impact of various batch sizes on bullwhip effect.

The purpose of this paper is to analyze the effect of batching on bullwhip effect in a model of multi‐echelon supply chain with information sharing.

The model uses the system dynamics and control theoretic concepts of variables, flows, and feedback processes and is implemented using iThink^® software.

It has been seen that the relationship between batch size and demand amplification is non‐monotonic. Large batch sizes, when combined in integer multiples, can produce order rates that are close to the actual demand and produce little demand amplification, i.e. it is the size of the remainder of the quotient that is the determinant. It is further noted that the value of information sharing is greatest for smaller batch sizes, for which there is a much greater improvement in the amplification ratio.

Batching is associated with the inventory holding and backlog cost. Therefore, future work should investigate the cost implications of order batching in multi‐echelon supply chains.

This is a contribution to the continuing research into the bullwhip effect, giving supply chain operations managers and designers a practical way into controlling the bullwhip produced by batching across multi‐echelon supply chains. Economies of scale processes usually favor large batch sizes. Reducing batch size in order to reduce the demand amplification is not a good solution.

Previous similar studies have used control theoretic techniques and it has been pointed out that control theorists are unable to solve the lot sizing problem. Therefore, system dynamic simulation is then applied to investigate the impact of various batch sizes on bullwhip effect.

Business process re‐engineering (BPR) is a management technique that radically rethinks and redesigns business processes to achieve dramatic improvements in business performance such as customer service and quality. The acceptance of BPR has been reinforced by the implementation of re‐engineering initiatives in many Malaysian banking institutions and the Central Bank of Malaysia, Bank Negara, is in favour of these initiatives. Nevertheless the effectiveness of BPR in this context has hitherto not been investigated. The aim of this paper is to investigate the effectiveness of the critical success factors (CSFs) of BPR implementation process in the Malaysian banks and finance companies. Several hypotheses were tested concerning the relationships between the CSFs of the BPR implementation process and the performance of the enterprise, i.e. customer service performance and business performance. With the assistance of Institut Bank‐bank Malaysia (IBBM), 103 questionnaires were completed and analysed.

Organizing is mainly a conversational process in which people together construct an organizational reality out of a variety of different positions from a more general organizational discourse. Generative dialogue refers to the differences between those positions, to the hidden potential of the in-between, and to the effort of handling these differences meaningfully and productively. At split second bifurcation points in a dialogue, fear and expanding learning opportunities are in mutual competition. In this chapter, we propose seven levels of dialoguing, with increasing generative potential and increasing difficulty. We propose “The Language of Change” (a framework) as a sensitizing device to co-construct richer, more applicable, and more valuable approaches to complex, dynamic, and unique change processes. I will conclude with some key principles to increase the level of generative dialoguing and some examples from my own practice.

BPR is “the central reconsideration and thorough restructuring of business procedures to enhance the critical and contemporary aspects of performance like the expense, quality, service, and speed”. Also, as it's a key factor for guaranteeing businesses' achievement, however, the profound discussion about the BPR is very rare as far as we know. We need more studies regarding the subject due to the absence of BPR works in the logistics industry. Hence, this study investigates the Systematic Literature Review (SLR) of BPR for logistics companies, leading the managers and writers active in BPR, and making them aware of the present, past and future trends in this discipline.

As BPR is a necessary foundation for ensuring enterprise systems' success, this study will systematically investigate the BPR in logistics. The proposed BPR in logistics research classification framework is based on a comprehensive literature review, which concentrates on peer-reviewed journal papers published until 2019. A total of 22 academic sources have been retrieved and analyzed in terms of research purpose and nature, the employed method, theoretical approach and analysis level.

The findings of this paper showed that BPR companies outperform the non-BPR ones regarding information computing, technology uses, organizational architecture, coordination and all key logistics procedures. The results can motivate non-BPR logistics organizations to reassess the feasibility of these plans.

This paper provides an overview of BPR to young academics. Also, it identifies some distinct research gaps that could be worth studying. However, this paper may be restricted by choice of dimensions and the selection of relevant articles. In turn, researchers need to become more innovative in terms of their research techniques when examining BPR implementation.

This paper guides researchers and practitioners to insight into published research work and their findings. The findings are valuable to logistics firms in an emerging market, as logistics resources may affect logistics service costs and quality. Also, it discusses indications for future research in BPR. It emphasizes the need to bridge the lacuna between BPR theory and evidence-based practice. Furthermore, it provides a better understanding of BPR implementation, which can be applied toward overcoming operational difficulties during the implementation process.

This paper fulfills an identified need for a comprehensive classification framework of BPR in logistics studies. We can consider it as the first-evaluated methodically gathered workaround BPR in logistics. It essentially provides both academics and practitioners with a conceptual map of existing BPR in logistics research and points out future research opportunities.