KPIs for each segment of the extended BSC relevant to the OTC process have been compared for the current and to-be situation. To validate improvement, the extended balanced scorecard performance measurement model as seen in chapter 2 has been used. Each change has been numbered and provided with a description and explanation for change. The redesigned sub-process models can be found in chapter 4. Storks improvement goals as seen in section 1.3. Input from SAP ByDesign itself (the to-be OTC process had to be supported by SAP ByDesign). Input for bottle-necks from the departments involved in the OTC process.įlow charts of the OTC process from Stork Australia (which recently had a successful SAP ByDesign implementation). These have been created with Bizagi modeler as well, using the current OTC sub-process models as a basis with the following additional supporting inputs: The next step, was to design the to-be OTC sub-process models. Because the OTC process is a large and complex process, it has been split up into 4 sub-processes which are explained at the start of chapter 3. Next, Bizagi modeler, which uses BPMN, has been used to visualize the current OTC process. Reengineering changes contribute to Storks improvement goals? At first a systematic literature review has been conducted in business process modelling notations (BPMN), business process reengineering best practices and business process performance measurement models, of which the results have been discussed in chapter 2.
For the last three phases, the main research question has been split into the following sub-questions:ġ) How does the current OTC process look like? 2) How can the current OTC process, with respect to the improvement goals of Stork, beĪnalyzed? 3) How can the to-be situation of the OTC process be envisioned? 4) To what extend are the KPIs related to the extended balanced scorecard improvedĬompared to the as is situation? 5) To what extend do the SAP ByDesign implementation and business process The BPE method consists of four phases: the innovation-, the analysis-, the (re)design- and the migration phase. The BPE method (BiZZdesign, 2008) has been used to search in a systematic way for aspects of the current OTC process that could be improved in order to answer my main research question. During the bachelor assignment, and still ongoing, a SAP ByDesign implementation was/is happening in which I have also participated. How does an improved standardized order to cash (OTC) process look like for Stork Branch?.īy definition, the OTC process starts from the moment an order is received and ends when payment has been received and credited. Based on these problems, the following main research question has been established:
#Bizagi modeler manual#
Besides this, resulting from all the labor intensive manual handling frequently errors are being made. Management summary One of Stork Colombia its key concerns regarding its Order to Cash (OTC) process is that employees often deviate from the standard processes.
David Rohaan Bogota, Colombia 14th August 2017 Lucas Meertens for their support, valuable input via the skype sessions and feedback on my (draft) reports. I would also like to thank my UT-supervisors Prof. Last, I would like to thank the SAP team for being such nice and kind colleagues. Nicolas Isaza for taking the time to answer so many of my questions. Bas Raemakers, my supervisor within Stork, for his guidance throughout my assignment. Rik Ellenbroek for giving me this opportunity abroad and the chance to do my final presentation for the senior management of Stork Colombia. Preface For my bachelor graduation assignment, I have conducted my research from the last week of May until the 19th of August at Stork Colombia in Bogota.