Research On Business Process Reengineering Of J Group

In the industrial era,enterprises can achieve great benefits,thanks to the specialized division of labor and bureaucratic organization,can quickly achieve large-scale centralized production,thus forming economies of scale.In the face of today's increasingly fierce global market competition,the iteration and upgrading of Internet information technology,the constant change of customer demand and the requirement of enterprise employees to realize their own value,enterprises have obvious discomfort in adapting to the brutal competition,responding to market changes quickly and effectively meeting customer demand.How an enterprise adapts to these changes presents new challenges to its business processes and organizational structure.In the 1990 s,two pioneers in the United States,Michael Hammer and James Champy,systematically expounded the idea of process reengineering and advocated the regrouping of work tasks into the consistent workflow.The theory of process reengineering quickly became popular in the business and theoretical circles and had a significant impact on industrialized countries.Business process reengineering emphasizes adapting to the operating environment characterized by customers,competition and change,and requires enterprises to improve such factors as cost,quality,service and speed,which not only provides a new vision for an enterprises to solve practical problems,but also provides practical management tools for enterprise reform.In recent years,the domestic oil and grease pressing industry capacity serious excess,pressing profit is meager.J Group is a large state-owned grain and oil enterprise with 30 years of experience in soybean procurement,production,processing,operation and sales.As the representative of traditional agricultural economy,it has been impacted by the double impact of marketization and capitalization.In the process of competition with international grain merchants,J Group found a large gap in integrated operation,marketing drive,customer service and other aspects,and these gaps were manifested in the internal operation and management process.In order to survive and develop,J Group must face the changes and requirements of the market and make positive changes.Optimizing business processes and organizational structure,improving integrated operational efficiency,and improving customer service quality are the best entry points to solve the current discomfort.This paper first introduces the concept,classification and method of process reengineering theory.Then,the paper focuses on two key issues of process reengineering,the theory and application of process reengineering.Among them,the core competence theory,transaction cost theory and synergetic effect theory explain the theoretical origin and behavior choice of enterprise process reengineering from different angles.On this basis,the current situation,problems and causes of J Group's three main business processes,including spot purchase,product sales and customer complaint handling,are analyzed in depth.Secondly,on the basis of theoretical research and current situation analysis,this paper introduces the objectives and principles of business process reengineering of J Group.In combination with the actual situation of J Group,this paper integrates similar businesses and resources of J Group,separates its unique business processes and professional skills,and forms an operation platform of collaborative governance,and establishes the organizational structure of "group headquarters-platform-subsidiaries of the platform" as the operation subject of the new business process.Then,the implementation contents of J Group's spot purchase,product sales and customer complaint handling are mainly elaborated.By comparing the old process,summarize the characteristics of the new process.Finally,considering the various obstacles in the process of process reengineering of J Group,the guarantee measures for process reengineering of J Group are proposed from four aspects: supporting setup and evaluation,information construction,personnel training and rotation,and performance management.After the reengineering of the three main business processes,it is predicted that the following results will be produced: namely,the integrated operation efficiency of supply,production and marketing,and spot delivery will be improved;Close cooperation between supply and demand to improve customer experience;A customer-oriented,process-centric management structure will be established.This paper starts from the process reengineering and related theories,optimizes the main business processes of J Group,and summarizes the research conclusion of the dynamic transformation of enterprise process reengineering,which is to reduce transaction cost,improve internal synergy and enhance core competitiveness.By exploring the combination of theory and practice,this paper hopes to provide reference and inspiration for the state-owned grain and oil groups to improve their core competitiveness in the fierce global competition.