Master of Business Administration Executive

Faculty / School

Faculty of Business Administration (FBA)

Year of Award


Project Type

MBA Executive Research Project

Access Type

Restricted Access

Executive Summary

As a part of the supply chain review process at International Textile Limited (ITL). we used we used primary research and developed a survey inspired by Aghdasi et al (2010) to assess the organizational readiness for BPR project and later business process reengineering (BPR) approach was used as a result of assessment. BPR is used in response to fundamental problems detected such as excessive head counts, increased warehousing cost, rising air shipping cost made to meet shipment deadlines, mushrooming dead inventory, reducing employee productivity, extending customer charge backs and eventually affecting bottom lines with eroding profit margins.

Business process reengineering (BPR) is the management approach aiming at enhancement by means of uplifting efficiency and improving effectiveness of the processes that are within and across the organizations. Reengineering means to start from the scratch and bring a dramatic and a drastic change in the organization. Reengineering is defined as the fundamental rethink and radical redesign of business processes to generate dramatic and sustainable improvements in critical performance measures such as cost, quality, service and speed. Driving force behind the reengineering is the three C’s that is customer, competition and change.

“Fundamentally, reengineering is about reversing the industrial revolution. Reengineering rejects the assumptions inherent in Adam Smith’s industrial paradigm — the division of labor, economies of scale, hierarchical control and all the other appurtenances of an early-stage developing economy. Reengineering is the search for new models of organizing work. Tradition counts for nothing. Reengineering is a new beginning.”(I-Iammer & Champy, 2003)'. The main goal of this project case is to study the group of related tasks that together create a value to the customer. The company has the following systems listed below and in this project we are going to study the Global Labeling System.

1. Time Management

2. Contractual 8c Company Payroll (a major contribution in our compliances / audit)

3.Inventory Control

4. Interna! Audit Software

5. Lab Management System

6. Production Management System (ITL-1)

7. MIS Complain System (Fully atomized with IT Asset Management)

8. Fault Analysis System in Terry Folding

9. Global Labeling System (GLS)

In the growing competitive market the need of process reengineering is must as to avoid any cost in terms of Human Resources, raw material and other such as delays in order fulfillment and lead times. Therefore, the company’s reengineered its process which was lacking behind in many areas such as lack of anticipation of raw material and its requisitions. Human Resources productivity, long duration of shipment and segregation which led to many issues in customer satisfactions.

The document is a review of how system has been improved over a period of time with addition of systematic approach of procuring raw material till the container has been load. The difference is however, clear with the change of cost, human resource deployment high productivity and less warehousing. Ultimately, the effects are quite visible as our vision statement “The opportunity to make a real difference in all aspects for our customer relationships globally” (ITL, 2012).



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