The Research Of Business Process Reengineering For Supply Chain Management Of Corporation P

Along with the deepening of global economic competition and information technology development, Chinese medium and small manufacturing enterprises are facing severe challenges towards its limited traditional management style. Reform has become an inevitable trend in the development of modern enterprises. However, it is a significant topic that how to frame and implement the reform successfully, while enterprises is still receiving the negative effect of the financial crisis.As an example of medium size manufacturing enterprise, Corporation P remains invincible in an ever severer competition with its strengthened key competitive power through business process reengineering in the past three years.This paper is focusing on the practice of BPR in Corporation P, reviewing its experience as recommendations for medium and small manufacturing enterprises to implement business process reform. In beginning of this paper, it describes the theory of BPR, the implementation steps and some successful cases. Then, it makes a background analysis of Corporation P and the whole industry, as well as its current business distress during the high speed development. The paper points out the phenomenon that the extended average lead time results in the declining of market share. From the view as a whole, it discusses the complicated reasons of current business distress.In the following paragraphs, based on the flow chart and fishbone diagram analysis, this paper summarizes and diagnoses three core processes in supply chain which has tremendous influence on the average lead time.In chapter 5, it explains the method of organization structure reengineering in Corporation P, then applies it into reengineering of above three core processes and illuminates the improvements.Finally in chapter 6, the paper demonstrates the shrink of average lead time after BPR. Then it raises the suggestions and solutions of BPR practice in Corporation P.