The role of BPR in the implementation of ERP systems

The role of business process re‐engineering (BPR) in implementing enterprise resource planning (ERP) systems is of paramount importance. A variety of approaches are used for such re‐engineering as the best‐fitting ERP solution can only give a maximum of 80 percent fit with the existing workflow of the organization in which ERP is being implemented. The aim of this paper is to focus on the issues involved.

The paper presents some sample ERP installations to come out with various types of business BPR, ranging from small‐r to big‐R, practised while implementing ERP.

Based on the literature review, it could be found that all organizations implementing ERP have chosen their own approach based on organizational constraints and the needs. The importance of BPR in ERP implementation is highlighted in earlier studies.

The recursive relationship between BPR and information technology has only resulted in the rapid evolution of ERP systems. ERP integration with supply chain management and its web readiness are major agenda for ERP developers. Many re‐engineering possibilities are yet to evolve based on research in knowledge, artificial intelligence and expert database systems. A suitable approach to implement the same in an organization can only be done using the most suitable approach and hence the importance of the BPR approaches presented here along with their advantages and disadvantages.

As the various BPR approaches are categorized based on implementation followed by major corporations, it is definitely a forerunner for any ERP‐implementing organization under study. Also the common problems encountered during re‐engineering for ERP implementation and the suggested remedial measures are presented based on earlier work.

An attempt has been made to identify BPR problems, causes and approaches used in implementing ERP solutions. It is only aimed at synthesis of technical and general issues using the literature.