Recycling Company Based On The Supply Chain Process - Haier Market Chain Business Process Reengineering Study

In the customers' era, the environment has changed substantially and the customer is predominant. The enterprise must update its mentality and concept, and reengineer its business processes so as to ensure a good performance in terms of cost, quality, service and speed etc. It must satisfy the customized demand and add to the customers' value. The development of Internet technology creates a good condition for BPR (business process reengineering) in that the enterprise must reengineer not only its internal processes, but also the processes existing among the enterprises concerned so that the processes based on reengineered supply-chains among the enterprises concerned operates smoothly by the broad application of information technology. This paper is consisted of three parts. It gives an in-depth research in order to put forward a guidance to setting down a new enterprise strategy, enhancing core competence in the global competition on the theory of BPR supply-chain-based in theory and practice. In the first part, the writer introduces the background of BPR on the internal and external environment, the connotation and essence of BPR. Relied on the reengineering of the processes through the information technology, the BPR may break through on four aspects, i.e. the activity proper, the nexus among activities, operator of activity, and the mode of activity. The organizational structure must be adjusted accordingly during the BPR. The last of this part points out the shortcomings of the traditional theory of BPR. In the second part, the author points out the necessity and importance of BPR through which an enterprise reengineers the supply-chain-based processes in order to gain a better performance on cost, quality, service and speed from the external environment, core competence, outsourcing, model of competition and cooperation etc. This part introduces the connotation of reengineering the supply-chain-based processes and the characteristics after reengineering and gives the details about how to reengineer these processes, puts forward the share model of corporate suppliers. And the last of this part points out the issues during the traditional theory of BPR. The third part conducts a case study of Haier Group with emphasis on the reengineered market-chain business processes, presenting a detailed background and the way Haier reengineered its market-chain business processes. It points out the problems encountered by Haier and the specific measures to tackle such problems. The last of the part gives the helpful guidelines to the Chinese enterprises on how to increase the market response speed, decrease the cost by zero-inventory, zero-pace, zero-operational funds, and enhance the core competence...