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Diagrammatic Decision-Support Modeling Tools in the Context of Supply Chain Management
Abstract
Recent research (Keller & Teufel, 1998; Klaus, Rosemann, & Gable, 2000; Powell, Schwaninger, & Trimble, 2001) has clearly demonstrated that years of increasing competition combined with the ongoing demand to improve the bottom line significantly reduced the business capacity to achieve greater efficiency (profitability) and effectiveness (market share) solely along organisational functional lines. To complement the functional paradigm of business development, a business process paradigm has evolved allowing a holistic view of the business as an entity focused on specific outcomes achieved through a sequence of tasks (Keller & Teufel; Klaus et al.). Existing common understanding of the concept of business process being “a continuous series of enterprise tasks, undertaken for the purpose of creating output” (Scheer, 1999) laid the foundation for several successful attempts by major business process modeling and ERP (enterprise resource planning) vendors, such as ARIS (Davis, 2001; Scheer, 1999, 2000) and SAP (Keller & Teufel), to link business process modeling and enterprise resource planning.
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