Partial Business Process Re-engineering in New Generation Cooperatives Enterprise Architecture Implementation

Abstract

Every enterprise have Business Process Re-engineering (BPR) phase in their Enterprise Architecture implementation transitions. One of best practices in BPR is to have not more then 5 years for transitions phase. Enterprise that in transitions phase condition would experience gradual change in BPR, from partial unit change, until it has fully structural and functional change. But there was one successful New Generation Cooperatives Enterprise, that has experiencing more than 5 years time for Partial BPR phase. This research problem is about a case of successful Malaysian Collective Investment Cooperatives, that implemented SAP information systems and technology, but not change their business structure and only partially change their business strategies, for more than 5 years time. Enterprise historical data and annual reports were used for quantitative research data collections, to be analyzed in this research. Enterprise Architecture Planning framework approach were used as qualitative research method to describe and analyzed the New Generation Cooperatives Enterprise Architectures and the implementation process. This research found that Partial BPR in New Generation Cooperatives Enterprise Architecture were proven successful, because of the business profit were substantial, and the cooperatives enterprise still has the same expenditures for their remaining unchanged business structure. This Research concluded that Partial BPR could be noneffective successful, depends on how high the profit that been generated from the business process.

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