At to improve and develop existing business processes

the root of MAHLE Behr engineering, SAP PLM is a complicated network of
processes that laid the basis for all business operations. These processes are
the essence of organization and typically balance human and system interference
within an organization. Even though they played a central role, business
processes required an enterprise application that can manage with and encounter
frequent changes in business conditions and policies (Smith, Fingar 2007). As a result, finding ways to
improve end-to-end processes and reduce execution gap between management goals
and underlying enterprise system in an organization to meet these management
goals is necessary (Snabe 2012; Oleg 2014).

Behr has implemented integrated PLM technology in order to satisfy their
inadequate or evident requirement like product design or development with
keeping in mind only engineering perspective. Extending scope by managing
product development process from product portfolios to product disposal or
retirement through various podiums like Project Management, Engineering Change
Management, Configuration Management, and Release Management etc. remains
challenging and requires reviewing the processes across the whole product
lifecycle. Although PLM technologies have the capability to maximize customer
value by managing the components of product throughout the entire lifecycle and
allowing technology collaboration and integration across value chain based on
industry standard, user IT establishment has not taken advantage of the full PLM
capabilities (Giddaluru et al. 2017), resulting in the inadequate
execution of technology.

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Process Management (BPM) is a discipline with a sustainable and holistic
approach (Rosemann, Vom Brocke 2015) that plays an important role in
this digital transformation phase. With the provision of Service Oriented
Architecture (SOA), BPM allows supporting quick assembly and orchestration of
process services into larger end-to-end processes (Kirchmer 2017). BPM combines both software
capabilities and business expertise to improve and develop existing business
processes and services that ultimately help the organization to develop the
customer-centric digital business model (Fischer 2012). With proper employment of
policies, methods, metrics, best practices and software tool, BPM allows
organizations to manage and optimize their activities and processes (Snabe 2012).

provides the organization common platform that decomposes PLM business and
reconstitutes (Kale 2016) into a set of agile, dynamic
and digital services that exceeds existing inadequate infrastructure competencies
(Smith, Fingar 2007). The logic behind BPM concept
is to provide an excellent framework that supports organizations effectiveness
and efficiency while striving for flexibility, innovation and technology
competencies (Snabe 2012). From Figure 15, it’s clear that BPM allows the organization to improve
business processes continuously by means of diagramming process models, leading
to the variable degree of automation, real-time monitoring and dynamic process
execution for achieving competitive advantage and sustained profitability (Snabe 2012).


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