International Journal of Business Process Integration and Management (7 papers in press)

Regular Issues

• BUSINESS PROCESS MANAGEMENT IN IMPLEMENTATION ORDERING MANAGEMENT SYSTEM IN SUPPLY CHAIN COMPANY  
  by Roy Pisela, Nilo Legowo 
  Abstract: Supply chains are highly complex business process and interconnected structures essential to the success of any company. Quick service restaurants in particular need optimal supply chain performance to ensure they have the right amount of food products and other supplies to support a new product launch, deliver on a promotion or simply provide a great customer experience. The supply chain plays a major role in modern enterprises to gain a competitive advantage in today's business environment. Since the elements of supply chain have been typically separate and independent entities, the main objective of supply chain management is to develop a mechanism to prioritise goals and to coordinate activities for optimal implementation of system. Information is the most significant element of coordination. Information technology can be used to help implement the participation of supply chain elements in the supply chain system. These critical business challenges are driving the need to focus on creating strong business process management in supply chain solution through implementation ordering management system information.
  Keywords: supply chain; quick service restaurant; ordering management system; business process management; business process.
  
  
• Business process management critical success factors: a scoping review  
  by Rivoningo Sukumani, Lumka Salamntu, Lisa Seymour 
  Abstract: Business Process Management (BPM) is a management technique that employs a variety of methods to ensure that business processes are created, modelled, monitored, and optimised to deliver organisational results that support business strategy and corporate objectives. Organisations have invested a lot of money in the adoption of BPM-related initiatives. Despite the investment made, BPM initiatives, particularly in public sector, do not always succeed and it is not understood why. The study examines the critical success factors of BPM through a scoping review. It reveals that top management support, communication, organisational culture, strategic intent, people, and BPM governance are the key success factors in the context of public sector or developing countries. Among them, top management support, organisational culture, and communication are particularly highlighted as the most significant factors. This research fills the gap in the study of BPM critical success factors from the perspective of public sector organisations, providing important insights for further exploring the application of BPM in the public sector or developing countries.
  Keywords: business process management; critical success factors; public sector organisations.
  DOI: 10.1504/IJBPIM.2024.10064932
   
  
• Analysis and redesign of direct bidding process in oil and gas industry in Aceh using business process improvement  
  by Nur Izzaty, Diana Salsabila, Hasan Yudie Sastra 
  Abstract: BPMA is a local management agency established by the Indonesian Government responsible in managing and monitoring upstream oil and gas projects in Aceh Province. The business process of direct bidding working areas encountered several issues such as disintegrated activities, excessive bureaucracy, and tasks redundancy leading to excessive time consumption and inflexibility. This study employed business process improvement (BPI) method to analyse and redesign the business process. The result discovered 108 activities accomplished in 1,180 days for the as-is model and 91 activities with the duration of 554 days for the to-be model. The performance comparison between the two models, based on the devil's quadrangle, indicated 53% of time saving and 16% increase in flexibility. Eventually, this study is expected to improve the process performance, shorten processing time, maximise the function of BPMA, as well as create effective, efficient and adaptable direct bidding business processes in oil and gas industry.
  Keywords: business process; business process improvement; BPI; oil and gas industry; streamlining; devil's quadrangle.
  DOI: 10.1504/IJBPIM.2024.10065022
   
  
• A framework for improving continuous awareness: moving from centralised to distributed teams  
  by Alexandre L'Erario, Marco Aurelio Panizza Damato 
  Abstract: Distributed software development (DSD) is a practice increasingly adopted by companies worldwide. The DSD can accelerate time-to-market, reduce costs, and bring a site close to the customers. However, along with the benefits, there are problems and challenges when companies shift from centered to distributed development. This work presents a framework for supporting centered teams moving to distributed teams focusing on awareness. The loss of awareness impacts the team's effectiveness and mutual trust and affects employees' willingness and enthusiasm for the work, directly affecting productivity. The impact on productivity occurs because when employees are remote, there is a feeling of loss of reliability, monitoring, and transparency for managers. This paper shows action research that executed a framework in a real organization and explores the awareness in this scenario. The main contribution of this paper is the framework and, as a result, the organization's improved productivity and quality. Furthermore, applying this framework to the organization was critical for the organization's viability facing the COVID-19 pandemic.
  Keywords: distributed software development; DSD; productivity; communication; awareness; framework.
  DOI: 10.1504/IJBPIM.2024.10065023
   
  
• Improvement of Training Procurement Business Process using DMAIC at PT. Transportasi Jakarta (Transjakarta)  
  by Adam Bagaskara Putra, Liane Okdinawati 
  Abstract: PT. Transportasi Jakarta (Transjakarta), as a company that focuses on the services of Bus Rapid Trans (BRT) transportation system integration services in Jakarta (Indonesia), always tries to provide the best service for its customers. The procurement of relevant training for employees is one of the efforts from the company to develop its employee competency and insight to improve service satisfaction for its customers. The company currently has its own business process for procuring training for its employees, but this business process still needs improvement. The slow approval of documents by the relevant directors, additional training needs beyond the annual training plan, and numerous validation documents are problems that are often encountered in business processes for procuring training in companies. This research uses the DMAIC and only reaches the Improve phase, because this research focuses on improving complex business processes for procuring employee training into simpler business processes.
  Keywords: training procurement; business process; DMAIC.
  DOI: 10.1504/IJBPIM.2024.10065114
   
  
• Paradigmatic impact of leagility supply chain integration on fragmented operational performance of construction businesses  
  by Joseph Akam Mpuon, Samuel Ndem, Ekpenyong Bassey Obo, Alfred Jalagbeyiwa MacLean Edama, Lebo Monica Peter, Sunday Isaac Eneh, Eko Hodo Anna, Ogar Geraldine Banku 
  Abstract: Many studies have empirically pursued the role of lean and agile supply chain integration thinking paradigm to improve the upstream and downstream construction supply chains without clear attention given to leagile process, leagile information and leagile knowledge integration as leagility supply chain integration mechanism for enhancing customer’s contentment satisfaction, cost performance and quality performance in construction engineering projects. This research attempts to address this gap by empirically examining the performance improvement of the above constructs in adding value to the efficiency and effectiveness of projects in the downstream engineering supply chains. Data were collected from 220 employees of registered firms in the Nigerian construction industry using structured questionnaire. The results shows that leagility supply chain integration dimensions, leagile process integration, leagile information integration and leagile knowledge integration have a significant and positive impact on fragmented operational performance of construction businesses.
  Keywords: agility; construction supply chain; fragmentation; information integration; knowledge integration; leagility supply chain; process integration; supply chain management; operational performance.
  DOI: 10.1504/IJBPIM.2024.10065661
   
  
• Bridging the gap between business and software engineering: a unified traceability method  
  by Aljia Bouzidi, Nahla Zaaboub Haddar, Kais Haddar 
  Abstract: In model-driven software development, achieving and maintaining the consistency of business processes with the underlying IT systems is a major challenge. This research paper presents a unified traceability method that establishes and maintains consistency between business models and software models. In fact, we propose a customized traceability metamodel that perfectly combines the BPMN and UML metamodels. This meta-model focuses on key artifacts including a use case diagram, a design class diagram, and a design sequence diagram, all in the context of the Model-View-Controller (MVC) architectural pattern. Additionally, we propose a new diagram called BPMNTraceISM, customized to improve unified modeling and analysis of business processes and IT systems. Our validation efforts include the development of a dedicated graphical editor, bi-directional transformation tools, and a detailed case study demonstrating the practical impact of our unified traceability method.
  Keywords: traceability; alignment; use case diagram; design class diagram; design sequence diagram; BPMN; transformation model.
  DOI: 10.1504/IJBPIM.2024.10066009