Business Process Reengineering driven by customer value: a support for undertaking decisions under uncertainty conditions

Barriers to blockchain adoption in the seaport industry: A fuzzy DEMATEL analysis

Blockchain technology, marked as a disruptive force across various sectors, including seaport logistics, faces challenges and obstacles that impede its effective adoption. We aim to empirically identify the significant barriers impeding blockchain adoption in the seaport industry and elucidate the interconnected relationships between these impediments. Utilizing the Fuzzy Decision-Making Trial and Evaluation Laboratory Analysis (Fuzzy DEMATEL) technique, we quantify the cause-and-effect relationships between various barriers to blockchain adoption. Structured interviews involving 18 experts were conducted, collecting both qualitative interview data and quantitative data. The nature of ports and the maritime industry did not seem to be accurately reflected in the literature about blockchain adoption, presenting several new findings in this study. Four primary obstacles were identified: 1) Lack of management support and commitment. 2) Issues in supply chain collaboration, communication and coordination. 3) Resistance from and lack of involvement of external stakeholders. 4) The high cost. Furthermore, cost was reaffirmed as a significant factor influencing blockchain adoption. We enhance existing literature by revealing the interdependencies among identified barriers and offers insights for policymakers and industry practitioners. We aim to foster successful blockchain integration in the seaport industry, improving its sustainability performance. During this research, it has been acknowledged by the business sector that the effective employment of business process re-engineering (BPR) and the strategic implementation of blockchain technology are crucial strategies to surmount the obstacles that have impeded the extensive integration of blockchain within port operations.

Improving the elicitation of critical customer requirements through an understanding of their sensitivity

Customer requirements (CRs) are the essential driven forces of product development. Constrained by the rigid budget and time allocated to product development, much attentions and resources should be paid on critical customer requirements (CCRs). Product design occurs with an increasingly frenetic pace of change in today's competitive market, and the changes of external environment will lead to the changes of CRs. Thus, involving the sensitivity of CRs toward influence factors to identify CCRs is of great significance to grasp the directions of product evolution and enhance market competitiveness. To fill this gap, this study proposes a CCRs identification method integrated Kano model and structural equation model (SEM). First, the Kano model is adopted to determine the category of each CR. Second, based on CRs' categorization, an SEM model is established to measure the sensitivity of CRs toward the turbulence of influence factors. Then the importance of each CR is calculated, and by integrating the sensitivity and importance, a four-quadrant diagram is constructed to identify the CCRs. Finally, the identification of CCRs for smartphone is implemented as an example to demonstrate the feasibility and additional value of the proposed method.

Artificial Intelligence-Based Methods for Business Processes: A Systematic Literature Review

Companies are usually overloaded with data that they may not know how to take advantage of. On the other hand, artificial intelligence (AI) techniques are known to “keep learning” as the data increase. In this context, our research question emerges: what AI-based methods, in the literature, could be used to automatize business processes and support the decision-making processes of companies? To fill this gap, in this paper, we performed a review of the literature to identify these techniques. We ensured the usage of methods since they allowed reproducibility and extensions. We applied our search string in the Scopus and Web of Science databases and discovered 21 relevant papers pertaining to our question. In these papers, we identified methods that automated tasks and helped analysts make assertive decisions when designing, extending, or reengineering business processes. The authors applied diverse AI techniques, such as K-means, Bayesian networks, and swarm intelligence. Our analysis provides statistics about the techniques and problems being tackled and point to possible future directions.

Exploring “high tech” and “high touch” interaction capabilities: aligning the IT portfolio with customer and supplier relationships

Purpose

To explore the emergent characteristics of IT portfolios in business-to-business (B2B) firms. The goal is to develop a model that clarifies what interaction capabilities B2B firms develop and to what form of IT this corresponds to.

Design/methodology/approach

We apply an a priori conceptual framework that is based on the Industrial Marketing and Purchasing (IMP) Group's theoretical focus on business relationships. The framework depicts the business relationship as dealing with uncertainty and equivocality as well as building and upholding reliance and trust. We utilize a case study approach involving a focal firm and ten of its customers and suppliers. Building on 60 interviews, field observations and archival data, we analyze interviewee responses and the complementary data to evaluate the role of IT in supporting or automated various aspects of organizational relationships.

Findings

Results show how “high tech” and “high touch” relate to different interaction capabilities, which firms develop based on the characteristics of their business relationships. Although IT is associated with “high tech” and “high touch” interaction capabilities, some forms of IT are deployed to support the former, while other forms support the later. Both forms of technology-enabled interaction capabilities require investment, and firms must balance investment costs against the value created by improved interaction capabilities.

Originality/value

Our findings emphasize the interorganizational perspective (dyadic or network) rather than a solely organizational perspective for understanding IT portfolio development. This perspective is presented through an emergent tech–touch interaction capability model that shows how B2B firms can align their IT portfolio based on the specific characteristics of their business relationships.

Process Innovation and Improvement Using Business Object-Oriented Process Modelling (BOOPM) Framework

In the past decades, a number of methodologies have been proposed to innovate and improve business processes that play an important role in enhancing the operational efficiency of an organisation in order to attain business competitiveness. Traditional business process modelling (BPM) approaches are process-centric and focus on the workflow, ignoring the data modelling aspects that are essential for today’s data-centric landscape of modern businesses. Hence, a majority of BPM initiatives have failed in several organisations due to the lack of data-driven insights into their business performance. On the other hand, the information systems of today focus more on dataflows using object-oriented modelling (OOM) approaches. Even standard OOM approaches, such as unified modelling language (UML) methods, exhibit inherent weaknesses due to their lack of formalized innovation with business objects and the dynamic control-flows of complex business processes. In addition to these issues, both BPM and OOM approaches have been augmented with an array of complex software tools and techniques which have confused businesses. There is a lack of a common generalized framework that integrates the well-formalised control-flow based BPM approach and the dataflow based OOM approach that is suitable for today’s enterprise systems in order to support organisations to achieve successful business process improvements. This paper takes a modest step to fill this gap. We propose a framework using a structured six-step business process modelling (BPM) guideline combined with a business object-oriented methodology (BOOM) in a unique and practical way that could be adopted for improving an organisation’s process efficiency and business performance in contemporary enterprise systems. Our proposed business object-oriented process modelling (BOOPM) framework is applied to a business case study in order to demonstrate the practical implementation and process efficiency improvements that can be achieved in enterprise systems using such a structured and integrated approach.