IT Drives Solution

Business Process Re-engineering (BPR) has been a popular business improvement strategy over the past decade.

We structured a cross-sectional analysis based on the 'Business Process Management' (BPM) survey. The ANOVA analysis is used to compare the BPR performance of 'Core BPR' with the BPR performance of 'Non-core BPR', and to compare the BPR performance of 'non-core BPR' with the BPR performance of 'Non-core BPO'. Besides, we investigated the impact of the BPR/BPO strategy, internet-based technology investment and the BPR type on the performance of implementing BPR by multiple regression analysis. It indicates that 'BPM' strategy is associated with the performance of BPR. Re-engineering core or critical processes can derive better performance of BPR.

Besides, the BPR performance of re-engineering non-core or non-critical business processes differs significantly from that of outsourcing non-core or non-critical business processes. It is supported that the intensity of internet-based technology/systems investment is positively related to the performance of BPR.


Q. Our responsibility for our customer ?

We include software development and support, BPO (business process outsourcing) and BPR (business process re-engineering) for the group's clients, and other third-parties in the maritime industry.


Our primary responsibility is to create, and operate, an environment for cost-effective business process support. IT is an enabler and not an end in itself; it is there to support the business units and their clients.

Further to this, IT can enable new business opportunities, and a large part of our day is taken up looking for ways to support the business units' near-, medium- and long-term strategies. This entails ensuring the group's IT strategy stays in step and advising the business units of potential enabling technologies, best practices and methodologies inside and outside of the maritime industry.

The management of the BPR and BPO projects in the group is also our responsibility. The visibility to the divisional core business processes, gained through the reduction of business processes to the Use Cases documentation standard, has already enabled considerable improvements in efficiency and operational controls.