As much as business drivers cannot be divorced from an effective and successful supply chain, the same is true for Business Process Management (BPM) that could help raise the bar for supply chain.

Supply chain in Organizations are very complex with numerous distribution types and channels, in house and outsourced factories, third party warehouses, logistics and suppliers with varied contracts, etc. Enterprise Resource Planning (ERP) software enabling supply chains greatly increase the availability of current information.

In the transition from the Information Age to the Process Age, we need new thinking and methods to design products and services for the agile business environment. Processes demand a new paradigm that expects more from managing a business and creating solutions than the current information-oriented paradigm. We need methods that are fit for working with processes to replace our methods for working with information, as they aren’t built on the necessary concepts.

1. INTRODUCTION

 Over time, organizations have been increasing their interest in process management institutionalization. The growing complexity and scope of processes, and the frequency with which process modeling, improvement, deployment, integration and coordination occur require companies to structure in such a way as to manage their processes [2][5]. In such a context, organizations have sought concepts and guidelines towards structuring a process center of excellence [1][3].

Systems thinking has been around for quite a while; in the 1960’s it was the subject du jour. Very good articles and books were written then bringing cogent ideas from academic study to the rest of the world – two of my favorite books were C. West Churchman’s The System’s Approach and The Design of Inquiring Systems.  But times change, and there is good reason to look again at the systems approach.