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Modelling and benchmarking business processes: the supply‐line example

Modelling and benchmarking business processes: the supply‐line example Benchmarking techniques have evolved over the years since Xerox’s pioneering visits to Japan in the late 1970s. The focus of benchmarking has also shifted during this period. By tracing in detail the evolution of benchmarking in one specific area of business activity, supply and distribution management, as seen by the participants in that evolution, creates a picture of a movement from single function, cost‐focused, competitive benchmarking, through cross‐functional, cross‐sectoral, value‐oriented benchmarking to process benchmarking. As process efficiency and effectiveness become the primary foci of benchmarking activities, the measurement parameters used to benchmark performance converge with the factors used in business process modelling. The possibility is therefore emerging of modelling business processes and then feeding the models with actual data from benchmarking exercises. This would overcome the most common criticism of benchmarking, namely that it intrinsically lacks the ability to move beyond current best practice. In fact the combined power of modelling and benchmarking may prove to be the basic building block of informed business process re‐engineering. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Benchmarking for Quality Management & Technology Emerald Publishing

Modelling and benchmarking business processes: the supply‐line example

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References (14)

Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
1351-3036
DOI
10.1108/14635779610118669
Publisher site
See Article on Publisher Site

Abstract

Benchmarking techniques have evolved over the years since Xerox’s pioneering visits to Japan in the late 1970s. The focus of benchmarking has also shifted during this period. By tracing in detail the evolution of benchmarking in one specific area of business activity, supply and distribution management, as seen by the participants in that evolution, creates a picture of a movement from single function, cost‐focused, competitive benchmarking, through cross‐functional, cross‐sectoral, value‐oriented benchmarking to process benchmarking. As process efficiency and effectiveness become the primary foci of benchmarking activities, the measurement parameters used to benchmark performance converge with the factors used in business process modelling. The possibility is therefore emerging of modelling business processes and then feeding the models with actual data from benchmarking exercises. This would overcome the most common criticism of benchmarking, namely that it intrinsically lacks the ability to move beyond current best practice. In fact the combined power of modelling and benchmarking may prove to be the basic building block of informed business process re‐engineering.

Journal

Benchmarking for Quality Management & Technology – Emerald Publishing

Published: Jun 1, 1996

Keywords: Benchmarking; BPR; Logistics; Modelling; Supply

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