Dear students, There is a typo in assessment 2 brief. One the second paragraph of page 2 (4 th line), it is stated that “invoice is prepared byaccounts payable”. Please read this sentence as“invoice...

BUSINESS PROCESS ANALYSIS
Table of Contents
1.0 Introduction    3
2.0 Statement of Scope    3
3.0 Desired Outcome    4
4.0 Process Flow or Activity Descriptions    4
5.0 Exceptions    5
6.0 Business Rules    5
7.0 Inputs and Conditions    6
8.0 Workflow Diagram    6
9.0 Process Strengths    8
10.0 Process Inefficiencies    8
11.0 Business Process Re-engineering (BPR)    9
12.0 Conclusion    10
References    11
1.0 Introduction
The concept of business process re-engineering (BPR) may be considered to be one of the most successful critical aspects of a business as the methods of BPR may take into consideration number of factors which are both internal and external to the business organisation (Chang, 2016). The instant paper deals with the analysis of the business process of a company, as provided in the given case study, and thereby presentation of critical aspects of the business and recommendation for the same for the sustainable growth and operations in the future.
At the very outset of the study, the paper provides a brief introduction to the topic followed by the scope of the paper and the desired outcome of the discussion. In the next part of the study, the researcher identifies the process flow of the company chosen in the case study and assesses the inputs, outputs, exceptions and rules associated with the same. Based on such, the researcher presents a workflow diagram that may show the proposed change in the model with the introduction of information technology (IT). Such a BPR initiative has been corroborated by the ending note in the last.
2.0 Statement of Scope
The scope of the work will involve the assessment of present business process; identification of the loopholes in the current process; the suggestion of the ways for improvement and implementation of the same to achieve greater efficiency and better control and supervision. In the current case study scenario, it may be stated that the concept of lean production, lean retail and Just-In-Time inventory management process would be introduced to resolve the issue NAM is facing with its order status. The just-in-time method would help the firm to arrange inventory for production only as would be required to manufacture products and not before (Cohen, 2015). This would save the time as well as the expenditure NAM is spending on material costs, storage and logistics costs.
3.0 Desired Outcome
Using the Just-In-Time inventory method, NAM would enable to understand the material that needs to be purchased on an immediate basis and the resources that would be used for the production purposes. The brand just needs to form a strong connection with the third party that can deliver the raw materials on an immediate basis. Based on the order status, the production process would be initiated, which would be followed by logistics and delivery. This would merely involve any hardcore inventory functions.
4.0 Process Flow or Activity Descriptions
After receiving the order by the customer representative, the purchasing department would be assigned immediately to buy the raw materials. The production team would work on the lean manufacturing process after the raw materials are delivered by suppliers. The monitoring team would supervise the process using MRPeasy software while the orders are passed on each work station while the production process to save time. After the final order is produced, the logistics team would be appointed to deliver the material to retail outlets and within the process, the finance team would take care of the transactions. In short, the process flow will involve customers’ order processing by the retail department, placing...