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One criterion by which the relative importance of various business processes may be judged is their potential impact on relationships with external customers. Another criterion is the potential impact that re‐engineering the process might have on business results. It is suggested that on both of these counts “Supply Chain Redesign” should rank near the top of most enterprises' list of re‐engineering initiatives. The concepts of process efficiency and process effectiveness are investigated by reference to the supply chain redesign experiences of a number of major corporations. The conclusion is drawn that process‐oriented supply chain redesign can lead to levels of intra‐enterprise and inter‐enterprise operational efficiency and effectiveness which have previously been unobtainable even in leading edge companies.
Fred Hewitt (Fri,) studied this question.