MODEL OF IMPLEMENTATION OF THE PROJECT OF REENGINEERING OF BUSINESS PROCESSES IN THE TRANSPORT AND LOGISTICS INDUSTRY
Abstract
The introduction of a scientifically sound model of business process reengineering at the enterprise is a prerequisite for qualitative and quantitative progress not only of efficiency indicators for all activities, but also increase the investment attractiveness of the firm due to the growth of appraised value. The article highlights the theoretical and methodological principles of formation and application of the implementation model of the business process reengineering project at the enterprises of the transport and logistics industry. The theoretical basis of the study is the scientific provisions and conclusions of foreign and domestic scientists on business process reengineering. The previously proposed algorithms for business process reengineering are analyzed, the methodological basis of these developments is considered and the existing shortcomings are pointed out. The identified trends, principles, methods and technologies of reengineering and its implementation were obtained through a comparative analysis of previous developments on the algorithms for implementing reengineering in the business model of the enterprise. The importance of taking into account of international standards (in particular, ISO 9001) in the implementation of the reengineering model in enterprises, whose operational activities are related to interaction with foreign counterparties and regulators is substantiated. The own innovative model of implementation of the business process reengineering project is presented, the algorithm of its functioning is described in detail. This model consists of nine stages (preparation, development of a company model, selection and analysis of business processes, strategic planning and development of an innovative idea, approval of an innovative idea, implementation of a new model, control, and continuous improvement). The need for an effective combination of system and process approach in the implementation of this model is emphasized. The applied value of the development is emphasized, which consists both in meeting the requirements for successful reengineering and improving the interaction of departments, and in the appropriate allocation of resources and responsibilities at each stage of reengineering.
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