Business Process Management - BPM for short - is basically nothing more than process management. The tasks of this have often been described as tools in ERP-systems. To the frustration of users. After all, business process management is more of a concept than a tool for monitoring business processes.
As digitisation grows, so does the expectation for the automation of business processes. Especially when a BMP tool has already been implemented in the ERP system, users also rely on the functionality that Business Process Management initially promises as an application.
However, with little result. This is because the transparency that companies hope to achieve through the use of BMP tools hardly materialises. What is overlooked is that there is nevertheless something in the BMP that users can utilise: the concept.
The BMP should not actually answer any other question than "Who does what, when, how and with what?". If you know the answer to this question, this has the advantage that you can recognise the business processes and thus constantly design and improve them. It also enables precise documentation of all processes, which is ultimately required by law in some cases. An applied BMP also makes it possible to synchronise the cost calculation with the business processes. And that's what matters in the end. Optimising processes in such a way that they are optimally aligned with profitability and competition.
Much more beneficial than an integrated BMP tool is agile ERP software whose processes remain customisable. Only in this way can a company react flexibly to market dynamics. A process that is, and indeed must be, based on a concept. While a system can now display important key figures in such a way that business processes are presented to answer the key question „Who does what, when and with what?“ well. However, capturing the consequences for company processes remains up to the user.
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