Implementation of business process reengineering for competitive advantage
Abstract
This study aimed to establish whether The Wrigley Company East Africa achieved
operational competitive advantage by implementing Business Process Reengineering
(BPR). In addition, the study aimed to explain the possible reasons why The Wrigley
Company may have succeeded or failed to attain competitive advantage by implementing
BPR. The study intended to determine if there was improvement in the competitive
measures of cost management, customer service, quality and productivity. The study also
looked at the BPR implementation process by seeking to understand if documented key
success factors for BPR implementation were followed and if the success or failure to
achieve competitive advantage can be explained by the key drivers for success in BPR
implementation.
The research was conducted by collecting primary data from the employees of the
Wrigley Company. An online questionnaire based on the competitive measures and BPR
implementation key success factors was used to collect the data from which certain
findings were deduced. It was established that The Wrigley Company gained competitive
advantage by implementing BPR. It was also established that it adopted the BPR
practises that are critical for successful implementation.
From the research findings, the researcher recommends that organizations seeking to
undertake BPR initiatives should first understand the need for changing the organization.
They will then need to ensure that they adopt the key success factors for BPR
implementation and based on the findings of this research, competitive advantage will be
attained
Citation
MBA ThesisSponsorhip
University of NairobiPublisher
School of business