The report is intended to portray the business process of GAAM, thereby addressing existing irregularities in the present inventory. The assignments have identified the relevant participants, inputs, outputs and describe the present strengths, inefficiencies in the current system. The report has further discussed about the proposed business process model along with the newly re-engineered system. There have been several suggestions made for GAAM to work on the existing inefficiencies in GAAM along with several types of business rules (Lambert & Davidson, 2013).
The scope of the process of GAAM has been identified in form of the flow of the activities gathered from the retail store for the ordering of the goods. The scope of the business process model been continued till the flow has been reached till the last stage of choice of making of the payment with the cheque and forwarding the same to accounts receivable officer.
The desired outcome of the process is to understand the existing business process, identification of the inefficiencies and thereby suggesting ways for improvement in the current business. The report has also recommended the different types of ways which are seen to be significant for the purpose of the suggesting the different types of the process which are seen to be associated with the relevant flow of the business process activities(Vukši? et al., 2013).
The role of the people involved in the process flow has been identified with retail store clerk, customer service representative, warehouse assistant, accounts receivable officer and courier.
Activities performed by the Retail Store Clerk
Activities performed by the Customer Service Representative
Activities performed by Warehouse Assistant
Activities performed by Accounts Receivable Officer
Activities performed by Accounts Payables Officer
Activities performed by the Courier
The main exception is identified during the inspection of the goods which shows the consequences in case the order has not been confirmed due to any defects. It has been observed that during such an incidence the goods need to resent for the inspection procedure. Another exception is noticed when the delivery might not be confirmed due to non confirmation by the shipping department. In such a case the goods may be sent back to the shipping department before being placed for the dispatch again (Montani & Leonardi, 2014).
The business rules has been applied based on the variability and the complexity of the business process which is being followed in GAAM. The applicability of the rules have been seen with the organization theory, management concepts and behavior pattern of the business process. It has been further considered important to apply the various types of the concepts for approaching a definite ontology (Jareevongpiboon & Janecek, 2013). The modeling language has been further prepared based on the various types o the rules which is seen to be based on the concept modeling language(Halinen et al., 2013). The various articles have been duly presented in the article based on the modern research and the ontological modeling process which has been able to focus on the different aspects of the creating universal modeling notation. Some of the main components of the business rules has been applied based on the language transformation which has been done by XPDL, which allows the exchange process between the systems. The next step has been identified with the translation of the rules to R2ML and finally ReBiT (Vera-Baquero et al., 2013).
The identification of the entry units has been seen with retail store, order being sent to GAAM and the order being received by the customer. The main criteria have been seen with the excluding of the goods inspection. It has been identified that in case the goods has been not sent for inspection then the order may not be confirmed in the first place. This is identified as an important aspect during the entry process (Alejandro Vera-Baquero et al., 2013)
The main form of the exit criteria process has been seen with the various types of preparation process prior to the invoicing processing. It also needs to be confirmed whether the final order for the delivery process has been confirmed. The exit criteria has been further seen with the selection of the payment method done with cheque. The same is to be confirmed with the Customer Service Representative (CSR) before being finally forwarded to the accounts receivable officer (Dam & Ghose, 2015).
The main strengths of the present business process model have been listed below as follows:
The present problems in the business model have been identified due to the spasmodic and irregular nature of orders. Hence, several improvements need to be made in terms of the tracking of the orders. Several types of the enhancement process needs to be made in terms of the execution of GPS tracking and RFID for including of the orders arriving and prepared for the dispatch of the goods (Skrinjar et al., 2013). Some of the main benefits of the implementation of the BPR process will be able to help in reduction of the cycle time, overhead value analysis and redesigning of the process. The various types of the capability of the business process have been further identified with a reduced cost. Some of the other forms of the business process re-engineering needs to be made with the double verification on arrival and dispatch of the goods which has been seen to be warehouse for the various types of the distribution process. Some of the various types of the other forms of the improvement in the business process need to be ensured by the use of more exceptions in the new model (Kumagai et al., 2016).
The various types of the improvements made in the new model has been seen in terms of the GPS tracking and RFID for counting of the orders arriving and prepared for the dispatch of the goods. Some of the other forms of the improvements made in the business process re-engineering needs to be made with the double verification on arrival and dispatch of the goods which has been seen to be warehouse for the various types of the distribution process (Dumas et al., 2013).
Conclusion
The report has been able to trace the process flow with the various types of the activities which are seen to be performed by the activities performed by the Retail Store Clerk, Customer Service Representative, Warehouse Assistant, Accounts Receivable Officer and Courier. It has been able to suggest the various types of the exception which is identified during the inspection of the goods. It has been observed that during such an incidence the goods need to resent for the inspection procedure. Another exception is noticed when the delivery might not be confirmed due to non confirmation by the shipping department. The applicability of the rules has been seen with the organization theory, management concepts and behavior pattern of the business process. It has been further considered important to apply the various types of the concepts for approaching a definite ontology. The exception for the inspection of the goods has been identified as the main strength of the process. In addition to this, the manual recording of the goods adds to the reliability of the goods collection process by the shipping department. Several types of the improvement process needs to be made in terms of the accomplishment of GPS tracking and RFID for counting of the orders arriving and prepared for the dispatch of the goods. Some of the main benefits of the implementation of the BPR process will be able to help in reduction of the cycle time, overhead value analysis and redesigning of the process.
References
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