Abstract
Implementation of process management in the forest supply chains has a great potential for organizational and managerial improvement, at least by resource saving. Nevertheless, techniques of process management have been scarcely used to improve the forest supply chains in many parts of the world. In this study, for both Romanian state and private forests, the processes of the timber supply chain – from the harvest site to the forest-based industry plant – are mapped and analyzed. The main objectives of this work were to identify process optimization potentials and to redesign processes in order to improve the performance of the Romanian timber supply chain. Results show that particularly inter-organizational processes offer great saving potentials, mainly due to the existing multi-level hierarchy and multi-level control obligations. Therefore, introducing a web-based platform to enhance a collaborative workflow can considerably decrease the time needed for providing harvest sites or logs to customers via auctions. Further process optimization can be reached by the empowerment of lower level hierarchies facilitating the reduction of hierarchy levels of involved state organizations.
Highlights
Since the introduction of the value chain concept by Porter (1980) and Business Process Reengineering (BPR) by Hammer and Champy (1993), process orientation has been seen as a key factor for business success
Within a forest district, the forest is divided into management units (MUs), which are normally delimited in natural catchment areas varying from 1000 to 5000 ha
Processes indicated by the process map can be defined as follows: Þ Forest Management Planning: Every 10 years, National Forestry Research and Development Institute (NFRDI) and private companies set up a new forest management plan, which includes volumes to be harvested and other silvicultural measures for state and private forests
Summary
Since the introduction of the value chain concept by Porter (1980) and Business Process Reengineering (BPR) by Hammer and Champy (1993), process orientation has been seen as a key factor for business success. To identify competitive advantage, Porter (1985) suggests analyzing important strategic activities of the enterprise, denoted as a value chain. Each enterprise can be seen as an aggregation of activities for designing, producing, selling, consigning and supporting its product. Porter’s value chain concept replaced functional fragmented analysis with processorientated analysis and laid the foundation for Business Process Management. Many different and quite synonymous terms are used for this approach such as process innovation, business process redesign, business reengineering or process engineering.
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