Abstract
Nowadays, organizations in rival space need to handle their resources by a productive and integrative system to rich variety and more quality and speedy in product and service's delivery. One of the best methods that gain this goal isenterprise resource planning (ERP) software solution. Doing performance measurement, efficiency and effectiveness of implemented system is catchable. Most critical factors that affect reaching ERP goals are strategic planning and top management supporting and believing themselves on projects. This manuscript studies business process reengineering (BPR) according to best practices of proportional ERP solution and prevents wasting the capital and inefficient using of the system. This paper, considering research method, posits that when both projects are supported with a correct strategic plan and management, there is a high correlation between positive result in company's performance measurement and their execution method. This new model confirmed by amount of literatures and develops a new contingency diagram about the sequence of BPR and ERP projects. Correlation was tested by factor analysis in Lisrel 8.3 and statistics population of three pioneer companies of Iran as a kind of mass-continuous producer. Key words: Strategic planning, enterprise resources planning, business process reengineering, performance measurement, contingency theory.
Highlights
This research shows that in case of correct use of business process reengineering (BRP) based on distinct strategy of production, company will reach its goals by BRP project and implementing enterprise resources planning (ERP) and restrain probable loss.In this model, by evaluating performance through qualitative questioning, organizational goals were examined, and strong correlation between results and strategic planning related to goals were shown
This paper, considering research method, posits that when both projects are supported with a correct strategic plan and management, there is a high correlation between positive result in company's performance measurement and their execution method
This new model confirmed by amount of literatures and develops a new contingency diagram about the sequence of business process reengineering (BPR) and enterprise resource planning (ERP) projects
Summary
This research shows that in case of correct use of business process reengineering (BRP) based on distinct strategy of production, company will reach its goals by BRP project and implementing enterprise resources planning (ERP) and restrain probable loss. In this model, by evaluating performance through qualitative questioning, organizational goals were examined, and strong correlation between results and strategic. Edvard (1994-1998) indicated that reengineering includes natural relation with production strategy They suggested that reengineering could be like a bridge in order to convert the formulated strategic planning to the implementing in organization. Are sentences which are related to performance measurement and measuring tools which were chosen mostly from neely’s papers (Neely and Najjar; 2006), (Neely et al, 2000), (Neely et al, 1995), (O’Neil and Sohal, 1998), Kuwaiti and Kay (2000), De Toni and Tonchia (2001), Hudson et al (2001), Slack and Lewis (2002), FrancoSantos et al (2007)
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