Sustainable Business Processes in Global Companies: Current Perspectives and Future Trends in Regard to Efficiency and Risk Management

219 Pages·2020·5.527 MB·English

by  Vanessa Just

Sustainable Management, Wertschöpfung
und Effizienz
Vanessa Just
Sustainable Business
Processes in Global
Companies
Current Perspectives and Future
Trends in Regard to Efficiency and Risk
Management
Sustainable Management,
Wertschöpfung und Effizienz
Reihe herausgegeben von
Gregor Weber, Breunigweiler, Deutschland
Markus Bodemann, Warburg, Deutschland
René Schmidpeter, Köln, Deutschland
In dieser Schriftenreihe stehen insbesondere empirische und praxisnahe Studien
zu nachhaltigem Wirtschaften und Effizienz im Mittelpunkt. Energie-, Umwelt-,
Nachhaltigkeits-, CSR-, Innovations-, Risiko- und integrierte Managementsys-
teme sind nur einige Beispiele, die Sie hier wiederfinden. Ein besonderer Fokus
liegt dabei auf dem Nutzen, den solche Systeme für die Anwendung in der Praxis
bieten, um zu helfen die globalen Nachhaltigkeitsziele (SDGs) umzusetzen. Pub-
liziert werden nationale und internationale wissenschaftliche Arbeiten.
Reihenherausgeber
Dr. Gregor Weber, ecoistics.institute
Dr. Markus Bodemann
Prof. Dr. René Schmidpeter, Center for Advanced Sustainable Management,
Cologne Business School
This series is focusing on empirical and practical research in the fields of sustain-
able management and efficiency. Management systems in the context of energy,
environment, sustainability, CSR, innovation, risk as well as integrated manage-
ment systems are just a few examples which can be found here. A special focus is
on the value such systems can offer for the application in practice supporting the
implementation of the global sustainable development goals, the SDGs. National
and international scientific publications are published (English and German).
Series Editors
Dr. Gregor Weber, ecoistics.institute
Dr. Markus Bodemann
Prof. Dr. René Schmidpeter, Center for Advanced Sustainable Management,
Cologne Business School
Weitere Bände in der Reihe http://www.springer.com/series/15909
Vanessa Just
Sustainable Business
Processes in Global
Companies
Current Perspectives and Future
Trends in Regard to Efficiency and
Risk Management
Vanessa Just
Bucharest, Romania
THE BUCHAREST UNIVERSITY OF ECONOMIC STUDIES SUSTAINABLE
BUSINESS PROCESSES IN GLOBAL COMPANIES. CURRENT PERSPECTIVES
AND FUTURE TRENDS
Scientific supervisor: Prof. univ. dr. Bogdan Christian ONETE
ISSN 2523-8620 ISSN 2523-8639 (electronic)
Sustainable Management, Wertschöpfung und Effizienz
ISBN 978-3-658-28195-3 ISBN 978-3-658-28196-0 (eBook)
https://doi.org/10.1007/978-3-658-28196-0
Springer Gabler
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Table of Contents

List of Abreviations………………………………………………………………………………………………. VII
List of Figures………………………………………………………………………………………………………… IX
List of Tables…………………………………………………………………………………………………………. XI
1.a Introduction………………………………………………………………………………………….………… 1
Part I: The Current Status Of Research…………………………………………………………….……… 5
1 Current Approaches To Business Processes And Project Management………………. 5
1.1 General Aspects Regarding Business Processes……………………….…….…….….…. 5
1.1.1 Types and elements of business processes…………………………….………… 6
1.1.2 Distinction between primary processes and supportive
processes in organizations and their classification…………………………… 7
1.2 Project Management For Business Process Improvement In A
Sustainable Framework……………………………………………………………………….….… 13
1.2.1 The concepts of project management and project scorecard for
measuring the contribution to business performance….…………..…… 13
1.2.2 Ideas of Project Portfolio Management in regard of sustainability…. 13
2 Sustainability In Business Processes, Risk And Its Management……………………….. 17
2.1 Sustainability - Conceptual Framework……………………………………………..……… 17
2.1.1 The importance of sustainability for business performance….……….. 17
2.1.2 Description of sustainability dimensions and sustainable processes. 19
2.2 Tapping Sustainability For Business Organizations And Processes…..………… 21
2.2.1 Outline of process management phases, considering
sustainability aspects…………………………………………………….……..…………21
2.2.2 Dealing with complexity related to risk management and
sustainability……………………………………………………………………..………….. 33
VI Table of Contents

Part II: Personal Contributions And Studies In The Field Of Research…………..……..… 41
3 Investigating Risk And Project Management In Business Performance,
Considering Sustainability Issues………………………………………….…………………..………. 41
3.1 Risk Management And Project Management – Main Coordinates…………..… 42
3.2 Assessing Risk Management In The Conext Of Business Performance..…….. 56
3.3 Key Performance Indicators For Assessing Business Sustainability…..……….. 61
3.4 The Implementation of EFQM In Project Management…………..………….…..… 68
4 Trends In Performant Business Models In A Sustainable Context.A Case
Study In The Transport Industry………………………………………………….…..……………….. 77
4.1 Assessing Present And Future Transport Modes And Their Influence
On The Businesses Active In The Industry…………………………………….……..……. 77
4.2 Car-Sharing With Self-Driving Cars As A Sustainable Business
Model In The Transport Industry…………………………………………………………..…… 86
4.3 Future Directions And Challenges……………………………………….…………........... 104
5 Research On The Improvement Of Business Processes In Global Companies
Within A Sustainable Framework……………………………………………………………………. 107
5.1 Research Methodology…………………………………………………………………..………. 107
5.2 Case Study Results – Focus On Business Processes…………..…………………….. 120
5.3 Main Concluding Remarks, Limits And Further Research Directions………… 163
Conclusions………………………………………………………………………………………………..…..….. 165
Bibliography……………………………………………………………………………….……………….……... 183
List of Abreviations
Ad Amortisation duration
AD Anno Domini
BM Business Model
BPM Business Process Management
BSC Balanced Scorecard
CFROI Cash flow Return on Investment
CMD –CU Customer Master Data
CMMI Capability Maturity Model Integration
COSO Committee of Sponsoring Organizations
CRM Customer Relationship Management
CRO Chief Risk Officer
DHG Developing Health Globally
DJSI Dow Jones Sustainability Index
DJSIC Dow Jones Sustainability Index Committee
EBIT Earnings Before Interest and Taxes
ECV Expected commercial value
EFQM European Foundation for Quality Management
ERM Enterprise risk management
EU European Union
EVA Economic Value Added
GDP Gross Domestic Product
GPM Business Process Management
GPM Global Precipitation Measurement
GPS Global Positioning System
GRI Global Reporting Initiative
IAA Insurance Auto Auction
IFRS International Financial Reporting Standards
IPMA International Project Management Association
ISO International Organization for Standardization
IT Information Technology
KPI Key Performance Indicators
MPM Multi-Project-Management
OEMs Original equipment manufacturers
OPM3 Organization Project Management Model
PESTEL Political, Economic, Social, Technological, Environmental, and Legal
SSCM Sustainable Supply Chain Management
VIII List of Abbreviations

UNEP United Nations Environment Programme
PMO Project Management Office
PPM Project-Portfolio-Management
PSC Project Scorecard
PwC PricewaterhouseCoopers
R&D Research and Development
ROCE Return on Capital Employed
ROI Return on Investment
SLA Service Level Agreement
SMEs Small and Medium-sized Enterprises
SMR Sustainability Management and Reporting
SWOT Strengths, Weaknesses, Opportunities, and Threats
TQM Total Quality Management
UNEP United Nations Environment Programme
VDI Virtual Desktop Infrastructure
WC Working Capital
List of Figures

Figure 1: Thesis structure .......................................................................................... 3
Figure 2: Classification of process types ................................................................... 9
Figure 3: Relationship between the concepts ........................................................ 14
Figure 4: Project Portfolio Management as a continuous process ........................ 15
Figure 5: Phases of Process Management .............................................................. 22
Figure 6: Criteria for process owner definition....................................................... 23
Figure 7: Project portfolio diagram according to strategy contribution and
profitability………………………………………………………………………..………………..48
Figure 8: The ideal type of an evaluation and prioritisation process ..................... 49
Figure 9: Central functions of key figures ............................................................... 53
Figure 10: Generic model for ERM assessment ........................................................ 57
Figure 11: Dissemination of the three categories of sustainability indicators......... 61
Figure 12: Degree of dissemination of economic sustainability indicators ............. 62
Figure 13: EFQM basic concepts ............................................................................... 69
Figure 14: The basic structure of the EFQM model .................................................. 70
Figure 15: The RADAR logic in accordance with the PDCA cycle .............................. 73
Figure 16: Project Excellence Model ........................................................................ 74
Figure 17: Modal split in Germany ........................................................................... 78
Figure 18: Population preferences for transport modes .......................................... 79
Figure 19: The positioning of self-driving cars in a carsharing model ...................... 81
Figure 20: Market potential in connected car technologies .................................... 83
Figure 21: Strategic options for facing digitalization and service-oriented models 87
Figure 22: The positioning of car manufacturers in the context of
digitalization and service-oriented models………………………………………... 89
Figure 23: The process from information to knowledge and acceptance ............... 96
Figure 24: Google Trends list (2012 - 2017) for self-driving vehicles (up) and
self-driving cars (down) ........................................................................... 99
Figure 25: Periodic peaks for “self-driving vehicles” trend analysis (2012 - 2017) .. 99
Figure 26: Elements of Process Management ........................................................ 109
Figure 27: Selected countries within the case study .............................................. 111
Figure 28: Customer process as relevant input for business processes ................ 112