The Role of the Enterprise Resource Planning (ERP) in the Business Process Re–engineering (BPR):
The fast movement in the technological world and the new systems that have been developed though the time has played a significant role into re-engineering the business process within any organization. According to Soliman and Youssef (1998), the implementation of ERP is considered to be one of the fundamental element of the BPR process, where the others include objectives, radical change and the examination of the current process. Most companies used to employee IT to the present process, where BPR process needs a radical change to the process. Thus, the implementation of ERP systems is helpful in terms of changing the current process to be aligned with ERP system, which will meet the BPR objective as well as it will be more integrated and productive (Soliman and Youssef, 1998).
On the other hand, Baloglu (2005) suggested that the implementation of ERP systems needs to be aligned with the BPR projects, which will give employees time to accommodate of using the new system. Thus, training employees is an important element in the implementation of ERP and BPR, where might be fail if not applied sufficiently (Glykas, 2013).
Baloglu, A. (2005) Implementing SAP R/3 in the 21st Century: Methodology and Case Studies, Istanbul: Anatürkler Yayınevi.
Glykas, M. (2012) ‘Effects of business process reengineering on firm performance: an econometric analysis’ in Ozcelik, y. (ed.) Business Process Management: Theory and Applications. London: Springer Berlin Heidelberg, 99-111.
Soliman, F. and Youssef, M. A. (1998) ‘The role of SAP software in business process re-engineering’. International Journal of Operations & Production Management, 18 (9): 886 – 895.