Business Process Management within Chemical and Pharmaceutical Industries
As business processes are crucial success factors for companies, software-based Business Process Management (BPM) is becoming more and more important. In this area SAP, the market leader for enterprise application software, has already gath
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usiness Process Management within Chemical and Pharmaceutical Industries Markets, BPM Methodology and Process Examples
Business Process Management within Chemical and Pharmaceutical Industries
Guido Grüne Stephanie Lockemann Volker Kluy Stefan Meinhardt •
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Business Process Management within Chemical and Pharmaceutical Industries Markets, BPM Methodology and Process Examples With Contributions by Petronela Barnáková, Carola Feind-Just, Markus Pfannschilling-Zerbe, Ornulf Rexin, Klaus Schölzel, Jürgen Schroth
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Guido Grüne Stephanie Lockemann Volker Kluy Stefan Meinhardt SAP Deutschland AG & Co KG Walldorf Germany
ISBN 978-3-642-11716-9 DOI 10.1007/978-3-642-11717-6
ISBN 978-3-642-11717-6
(eBook)
Springer Heidelberg New York Dordrecht London Library of Congress Control Number: 2013937598 Springer-Verlag Berlin Heidelberg 2014 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher’s location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein. Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Preface
It was not until the early 1990s that the idea of process optimization began to shape the way companies operated. The concept of ‘‘business process reengineering,’’ as defined by Michael Hammer and James Champy, shifted the focus of all processes to the customer and required organizational structures to be built around optimized processes. This concept gave birth to numero
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