Business Process Re-Engineering

Business Process Re-Engineering

Designing the Organization Structure
Building Capabilities
Tangible Benefits
Intangible Benefits

Business Process Re-engineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and/or quality. Customers spent a lot of revenue in the acquisition and license of software but do not utilize the application to its full capacity and capabilities. This happens due to a lack of knowledge of all the business processes which can be configured using standard software functionality. Customization and modification to the software to achieve certain functionality also increase the cost of support and maintenance. Surtel has helped many customers in different industry verticals to gain business efficiency by analysing, designing implementing and documenting best practices.


  • Designing the organizational structure, common processes and technology to allow the business to create business efficiency and unlock benefits and opportunities, both qualitative and quantitative.
  • Building for the future by adding capabilities necessary to further improve processes, service levels and reduce operating costs.
  • Mastering the new capabilities, fine-tuning key aspects of the business model in order to complete successful business transformation.
  • Tangible benefits – revenue growth, operating efficiency, improved shareholder value.
  • Intangible (strategic benefits) – improved customer satisfaction, competitive positioning, more consistent quality.

Surtel Approach

The Surtel’s business process re-engineering model clubbed with digital business process Capability Maturity Model (BP-CMM) utilizes a business process-driven approach to review and document a current business process, identify issues and undocumented and non-compliant processes, pain points, which can be utilized to define a future business process model and IT Roadmap. Complete assessment of process, technology and people in the current state to define future state.

The formal review begins with the identification of the business areas and application to be included in the review.  Sample Business areas and specific applications areas to consider are shown below.

Business Area and Application


  • Accounts Payable
  • Accounts Receivable
  • Budgeting and Analysis
  • Cost Accounting
  • Credit and Collection
  • Currency Translation
  • Fixed Assets
  • General Ledger
  • Remittance Processing
  • Expense Management

Supply Chain Management

  • Advanced Planning and Scheduling Billing
  • Customer Relationship Management
  • Distribution Resource Planning
  • Forecasting
  • Inventory Management
  • Logistics (Transportaion Management)
  • Order Management
  • Performance Measurement
  • Pricing
  • Purchasing
  • Quotes and Estimating
  • Sales Compensation / Commissions
  • Sales Performance and Analysis
  • Warehouse Management


  • Capacity Planning
  • Engineering Change Management
  • Just in Time
  • Master Production Scheduling
  • Material Requirements Planning
  • Product Configuration
  • Product Data Management
  • Quality / Laboratory Management
  • Shop Floor Control


  • Barcode / Data Collection
  • Data Warehouse
  • EDI and e-Business
  • Executive Information Systems
  • Field Service
  • Human Resources
  • Labor Reporting / Tracking
  • Payroll
  • Project Billing and Costing
  • Sales Force Automation
  • Warranty Management
  • Work Flow