Open Access

Business Process Management (BPM) is a systematic approach to analyze, optimize, standardize and control business processes. It proves to be an effective tool in order to attend to growing customer requirements and the need for process performance improvements. Hence, it is the objective of the division of Customer Supply Chain Service (CUS) of the Automotive Aftermarket at Robert Bosch GmbH to implement standardized business processes in all European CUS regional organizations. Combining the findings from literature, group discussions and the results from Business Process Optimization workshops, this thesis aims to collect important data for the creation of value stream maps with Microsoft VISIO. As a result, all AS-IS and TO-BE core business processes of CUS were modelled. Additionally, the TO-BE business processes were integrated and visualized as one Business Process Model framework for all CUS organizations across Europe for the purpose of showing interrelations of the business processes, standardization, documentation and transparency enhancement. Ensuring that the optimized business processes are not only documented, but successfully rolled-out across all European regional organizations of CUS is an immense challenge which many companies in the past have failed to overcome. Therefore, the purpose of this thesis is to empirically research the critical success factors and challenges for the implementation of redesigned and standardized business processes as well as the organizational changes of CUS. The research method involved half-structured interviews with experts in the field of BPM taking recourse to a literature review. These factors need to be considered and strategically catered to since they have a strong signaling effect for the further success of the change project. Findings of the research reveal a demand for improvement of communication to affected employees and the call for a successive roll-out plan for the implementation as opposed to a radical “Big Bang” change of all business processes across all regional organizations. By applying a gradual step-by-step implementation strategy, “quick wins” in terms of easy-to-implement business processes can be achieved. These instant optimizations lead to employees losing resistance and hesitation towards the change project. Limitation to the research is the application to a single case of one specific organizational unit in the Automotive Aftermarket.