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Customers And Demands Go to Market Strategy Capacity Required To Execute Strategy Business Architecture To Organize & Provide Structures for Capacity Business Process Models (part of Business Architecture
Retailer Capacity
1 People Retailer Mission, Vision and Values Principles
Process
ACT
Retailer Strategy 3 Needs & Wants Measures
(Incorporate (Managements learning and adapt Strategy The entities that a retailer must build or buy which is a to improve To provide the material , labor and knowledge working Resources required to execute their Hypothesis) strategy. performance)
Retailer Capacity Strengths Weaknesses 4 Business Architecutre
PLAN
Retailer Strategy
CHECK
DO
(Executing the plan) Zachman Framework
Retail Business Architecture What How Who Where When Why
Enterprise IT Architecture
Scope ARTS DM context ARTS Enterprise Process Model System Model Technical Model Detailed ARTS XML Represent. Executable
Figure 1:
How? function
L ist of processes the business perf orms Business Process Model
Where? locations
L ist of location s whe re the b usine ss ope rates Business Logistics model Distributed System A rchitecture Techn ical In fra stru ctu re Architecture N etwo rk co nfigu ration a nd scri pts
Who? people
L ist of org aniza tio ns im portan t to the bu sin ess Business Process Flow M odel Human Interface A rc hitec ture
When? time
L ist of even ts a nd cycles imp ortant to the busine ss Corporate Calendar and events Pro ce ss De pen den cy and syn ch ro nization mo del Pro ce ss cho reog rap hy & o rchestra tio n ar ch itectu re Process c ontrol logic c ode Operations Sc hedule & Ev ents
Why? motivation
List of balanc ed scorecard objectives
Business
r e l i a t e R c i f i c e p S
Technical
Enterprise Model Conceptual System Model Logical Technology Model Physical Detailed Representation Out of context Functioning System Executable Objects
Semantic Model
Business Plan
Application Architecture
Business Rules
Sy stem Design
Business rule code & engine Strateg y Execu tio n w ith fe edb ack
Database
Executable Code
Network
Organization
ARTS Retail Business Process Model Will Address the Following Questions
What information the process consumes, creates and modifies; How a process is executed (execution steps, decision points, primary and alternative flows, resources consumed, pre/post conditions, inputs, outputs, monitoring and control rules); Where a process is executed; Who is involved in the process as a performer, owner, supporter, as well as internal or external actor etc.; When a process is performed (i.e. event driven, periodic, exception based, etc.); and Why the process is performed (why is this process important to the retailers strategy and how does it contribute to the successful execution of that strategy).
ARTS Retail BPM Roundtable
BPM Levels
Figure 2:
High Overview
BPM Levels
Enterprise The retail business entity that serves as a container of business area and all lower level process-related components. Business Area A major collection of functions that is reflected as a high-level organization component of the Enterprise. In a retail enterprise customer relationship management, merchandising, store/channel operations, inventory and distribution, finance and administration are examples of business areas. While not traditionally considered a retail business area, shoppers are treated as part of the retail enteprise for process modeling purpose Function A collection of business processes expressed as a noun-phrase carried out within a business area. A function defines what the enterprise does. Examples of functions include category management, marketing planning, store operations management, labor scheduling, etc. Process A defined business action carried out to perform a function. A process is always expressed as an action verb phrase. A business process may be composed of other lower level business processes or business tasks. Examples of business processes include set up a category, update market plan forecast, define store holidy schedules, etc. Activity A defined business action that yields one or more specific work products and/or clearly defined outcomes. A business process is composed of one or more tasks. An activity may consist of transformation actions, move actions, inspect actions, decisions, waits (inaction) and inspect-transformation actions. For retailer understanding which activities add value and which just consume resources is important to optimizing operational costs. Service A fined grain action executed as part of an activity. The service level used in the ARTS Process Modeling hierarchy is the touch point between the business architecture and a more, technically oriented services architecture. Services may be composed of lower level services.
Planning Hypothesis what we think will happen Doing Execute our plan and see what happens
Shopping Store & Channel Operations Inventory & Distribution Finance & Administration
Checking Measure what happened Acting Learn Change our plan and/or execution to improve performance Repeat the cycle
Merchandsing Plan