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THE BUSINESS PROCESS MODELING LANGUAGE IS THE NEXT FRONTIER DESTINED TO GIVE COMPANIES COMPETITIVE ADVANTAGE IN MANAGING THEIR VALUE CHAIN RELATIONSHIPS. HERES WHAT YOU NEED TO KNOW.
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Peter Fingar is executive partner with the Greystone Group and author of the best-selling book, The Death of E. He can be reached at pfingar@acm.org. Smith and Fingar are coauthors ofand Baker is a contributor tothe forthcoming
book, Business Process Management: The Third Wave [www.mkpress.com]. SOUND OFF
Is BPML ready for use? What security aspects of it might be a challenge? What competing approaches might give it a run for its money?
RESPOND TO LETTERS@IW.COM
Jeanne Baker is director of e-business integration solutions for Sterling Commerce and a member of the board of directors of the Business Process Management Initiative (BPMI.org). She can be reached at Jeanne_Baker@stercomm.com. Howard Smith is co-chair of BPMI.org and CTO for Computer Sciences Corp. in Europe. He can be reached at howard.smith@ontology.org.
mentous impact of BPML for competitive advantage are already quietly (or secretly) putting it to work. A $9 billion consumer goods company (which wishes to remain anonymous) makes household, personal-care, and pet-nutrition products. After considerable business analysis, the company determined that it needed to optimize its existing vendor managed inventory (VMI) process. It was looking to solve complex problems involving information exchange and data validation with external partners and internal divisions. The scale of requirements dictated an approach that could ease its integration challenges throughout its worldwide trading community of customers, suppliers, and carriers. These requirements included EDI, SAP, and Internet-based transactions with internal applications all within a single manageable platform. The company realized that though the barriers to implementing the end-to-end processes were largely technical, it also needed to focus upon more than the technology. The technical barriers were a manifestation of the complexity and diversity of the systems it had acquired and developed over the years, as well as the varied choices its partners had made in the deployment of their systems. Go-
ing beyond these issues, the company also wanted the ability to directly enable business processes andcriticallythe ability to derive insight and decisionmaking based on data passed between participants in the process as it executed. To improve order and forecasting accuracy with its customers, the data had to be understood in the context of its use, as business processes proceeded from activity to activity, across the value chain. The company deployed a business process integration solution rather than technical systems integration. The processes were complex. It was necessary to pre-evaluate incoming EDI messages before moving the data into an SAP system. This was done by posting the data to a Web extension componentmuch like a portalwhere a knowledge worker could correct misapplied data and direct it to an SAP application. The data changes from an incoming format (using the X12 EDI standard) into XML, where the Web extension component can read it. Next, the data is transformed to BAPI (business application programming interfaces) format for SAP. The reverse flow is used for data leaving SAP. Though point-topoint integration could have been used, process maps were used to define the solution, and process technologies were
able to implement the flows directly. The company was pleased with the smooth integration of a human intervention step into a largely automated process. BPML provides sufficient balance between the capture of executable detail and implementation-independent abstraction so that manual processes and automated processes can be modeled to easily interoperate. Taking this approach to integration means that the company can now continuously improve and modify its processes. Having solved the technical integration problems within the process system just once, future processes can be modeled and implemented at the businessnot the technicallevel. The lifetime cost benefits will accrue over and over in coming years. Also, the process-centric approach isolates business design decisions from the complexity of the technical middleware infrastructure, and supports both realtime and batch-oriented business-tobusiness interactions. The company has a complete process foundation for its business units to coordinate, automate, and manage e-business processes. It has taken its first step to becoming a process-managed enterprise. Jeanne Baker, Howard Smith, and Peter Fingar
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