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.
ERP software that is agile and whose processes remain customisable is far more advantageous than an integrated BMP tool. This is the only way a company can react flexibly to the dynamics of the market. A process that is still based on a concept - indeed, it must be. A system can now display the important key figures in such a way that business processes are presented in such a way that the focal question "Who does what, when and with what?" can be answered well. However, it is up to the user to determine the consequences for the company processes.
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