Liaoyang Petrochemical Fiber Company Business Process Reengineering Of Design And Research

Since 1990's, an obvious worldwide free trade and economic globalization has sharply increased those uncertain factors in the external management circumstances of an enterprise. There is no any single enterprise that can occupy a high profit market for a long term, or enjoy the uninterrupted benefit from the scale economy of its well sell product. In such circumstances as rapidly changed customer demands, gradually shortened production cycle, increasingly expanded competition fields and unceasingly intensified competitive fierceness, fund, technology, resource are not the elements to form the competitiveness. Attention to the internals of an enterprise is also a strategic opportunity to the new development of an enterprise. Therefore, a new idea of management innovation, Business Process Reengineering (BPR), has been put forward and applied extensively in the field of enterprise management both home and abroad.Liaoyang Petro-chemical Fiber Company (LYPFC), an important regional subsidiary company of China biggest state-owned enterprise—China National Petroleum Corporation (CNPC), has been experiencing economic benefit declination and business management falling in difficulty in recent years due to the reasons from market and the enterprise itself. The enterprise survival and development are facing severe test At the beginning of 2003, LYPFC has advanced a new development model, i.e. using the idea of linking supply to management as guideline, forming a strategic partnership with core enterprise. The company created the strategy of making use of industrial advantages and strengthening the polyester 'chain-pin' to build the biggest fiber base in Northern China. By combining this strategy, the company has set for a short-term goals, i.e. to intensify service economy, to reorganize and replace the capital assets, to upgrade internal development, to reengineer management process and to build enterprise culture. Acting as intermediate management personnel of this company, I myself have participated in design and draft for LYPFC BPR program. This article, through analysis on the management status of LYPFC and study on the idea and method of BPR and analyses the feasibility of LYPFC implementing BPR rebuilding program and proposes an overall program. The paper has also introduced a good few rebuilding projects completed recently to demonstrate the necessity and effectiveness of this reengineering program, at the same time, offers a helpful reference for further comprehensive BPR.