Ventil 3 / 2023 • Letnik 29 172 PROIZVODNI PROCESI 1 Introduction Successful companies know how to adapt quic- kly and constantly strive to develop and maintain a competitive advantage as much as possible in areas such as cost efficiency, quality, systematicity, flexibility, innovation« [1]. Companies see the renewal of work processes as opportunities to gain a competitive advantage [1]. Manufacturing companies that renovate and upgra- de business processes with the needs of customers, service providers, dealers or distributors, increase customer satisfaction with product quality, improve dealer responsiveness and speed of delivery to cu- stomers [2]. Also Sujova et al. (2019) write that by analysing and renovating the production process, they increased the company's performance and va- lue, which had a positive impact on the company's financial situation. It will be possible to order ma- terial on time and plan production capacities, and consequently reduce the necessary time, labour and material costs [3]. In order to solve the challenge of companies to pro- vide individualized products and the related inter- nal variety of products that are the market trend of buyers, it is crucial to develop a coherent order configuration process [4]. As Singh Sodhi (2020) writes, the rapid advancement of manufacturing technologies and applications in the industry is of great help to companies in increasing productivity. At the same time, advances in technologies and ap- plications improve the added value of activities and reduce waste [5]. The concept of business process renewal (BPR) has been with us since around 1990 [6]. Many manufac- turing and service companies (e.g. Hella, Gorenje, Veyance Technologies Europe) [7, 8, 9] report on the positive effects of renovation, computeriza- tion and automation of business processes. The- se effects are manifested in a focus on customer requirements (creating a more customer-friendly environment), improving product quality, unifying processes and reducing production time and costs (shortening the supply chain, eliminating delays) and reducing the complexity of the organization's operations, resulting in better competitiveness and greater viability companies on the market [10]. The problem of the studied company Robeta d. o. o . is that the seller cannot find out from the sa- les catalogue what the individual version of the serial model of the motorhome looks like (which options of furniture elements it can have built-in). When configuring the order, there is therefore a problem of constructing the ordered version of the motorhome, which leads to delays in the producti- on process. Due to the non-systematic creation of Klara Štavdekar, mag. str., Robeta, d. o. o., Slo- venj Gradec; Dr. Mitja Cerovšek, univ. dipl. inž., Iskra PIO, d. o. o., Šentjernej r enovation of sales and prod Uction processes in r obeta Klara Štavdekar, Mitja Cerovšek Abstract: Renovation and upgrading of business or of work processes enables companies to manufacture and su- pply individualized products and to reduce production cycle time and labour costs. In the example of Ro- beta d. o. o. we analysed the existing state of the process of selling and ordering a motorhome (creating an order for the final product) and the production process. We have prepared a model of the improved order creation process. We have developed a B2B configura- tor that enables the implementation of a standardized and automated order process and the integration of all necessary data between the manufacturer and the seller. By developing changes and additions, we have completely eliminated the differences between the seller, the buyer and the manufacturer of the Ro- beta motorhomes. By introducing improvements and computerization of the order creation process for business users, we have improved the relationship between the manufacturer (the company Robeta) and the end user (natural person). With this, we contributed to improving the user experience in B2B and B2C relationships and reducing the costs of the sales and production process. Keywords: Renovation and upgrading of work processes, digitalization, informatisation, automation, configurator Ventil 3 / 2023 • Letnik 29 the order (there is no standardized form), there are discrepancies in production between the ordered and installed components. As a result, there are cost discrepancies between the planned and actu- ally produced motor home. In this paper, we present an analysis of the current state of sales processes, ordering a motorhome, creating an order for a motorhome and production. The purpose of our analysis was to create a model of an improved order creation process. We present the development of the configurator in more deta- il, present the introduction of the developed form and the configurator, and the achieved effects of upgrading the work processes, and suggest possi- bilities for further improvement. We assume that by introducing improvements, we will enable the im- provement of the user experience in the B2B and B2C relationship and reduce the costs of the sales and production process. 2 Theoretical foundations The concept of business process renewal first appeared in the early 1990s. First in the private and later in the public sector. Even then, the concept was presented as a tool for companies to improve the operation of work processes [11]. Teng et al. [6] define the renewal of business pro- cesses as a critical analysis and radical transfor- mation of existing business processes to achieve significant improvements for the successful achie- vement of set goals [6], with the support of infor- mation technology [12]. The goal of the renovati- on is to achieve a significant improvement in the company's performance based on the reduction of costs in processes and the increase in the quality of the company's products and services [6]. The United Nations World Commission on Envi- ronment and Development defines sustainable development as »a process of change where the use of resources, the direction of technological de- velopment and changes in institutions are coordi- nated and thereby enable development for future generations« [13]. Renovation of work processes is important for maintaining competitive advanta- ge, sustainable operation [14] and survival of the company in the market [15]. By renovating business processes, a company can achieve greater added value [14]. Bhaskar [16] writes that many companies have re- alized the importance of improved quality in order to compete with the competition in the global mar- ket. Business Process Reengineering has become the best quality improvement tool that contributes to improving the business performance of a com- pany in order to maintain a competitive edge in this global era. As Al-Halalmeh [17] writes, most com- panies in the world set strategies for the renewal of business processes in order to ensure efficient and successful satisfaction of customer requirements/ needs. A comprehensive approach to changes, taking into account the principles of digital trans- formation, includes the company's strategic direc- tions, business processes, technology, employees and organizational culture [18]. By renovating work processes, the company redu- ces business costs by reducing the consumption of inputs (materials, people), which is the result of greater efficiency of work processes with the su- pport of information technology and, as a result, higher quality of work (fewer complaints, waste) [17]. By renovating work processes, the company improves business processes. A study by Sungau et al. [11] showed that the renewal of work processes increases the speed of delivery of services/produc- ts to customers. The authors emphasize that work process reengineering is an important technique that companies must adopt to improve business processes in terms of faster delivery of services/ products. Al-Halalmeh [17] also notes that, in addi- tion to simplifying approaches and increasing effi- ciency, the renewal of business processes also has an impact on the quality of products and services. Among the main benefits of implementing the re- newal of work processes, companies include [19]:  the opportunity to change the organizational structure of the company's operations and work procedures (restructuring of work and tasks in the direction of the company's set goals),  survival in a dynamic environment (with increa- sing globalization and the development of mo- dern technologies, the business environment is changing; opportunities arise for every com- pany to improve the way it operates),  identifying strengths, weaknesses, opportuniti- es and threats,  cost reduction (the main goal of the renovation is to achieve a better business result, which is an opportunity for every company to restructu- re the process and organizational structure of its operations and thus achieve an increase in efficiency (the importance of the effect of pro- cess renovation on cost reduction is also highli- ghted by Alhawamdeh [17])). 3 Methods In product and production development, com- panies use the approach of informatization and automation of business processes, which is ma- inly focused on achieving technological changes. Such an approach is no longer appropriate and has become insufficient. We propose an appro- ach that takes into account the process and bu- siness aspects of the necessary changes. Such an PROIZVODNI PROCESI 173 Ventil 3 / 2023 • Letnik 29 174 approach, which is not only technological, enables significantly better interaction between science, development entities, technologists and buyers involved in change processes. The purpose of the paper is to analyse the existing state (AS-IS) of the sales and production processes of motor homes. We used the methods of obser- ving, measuring and analyzing business processes and carrying out substantive interviews with the employees of the manufacturing company and with the employees of the retailer. Based on the analysis of the existing situation, our aim is to create a mo- del of the improved process (TO-BE) and show in more detail the solution to the problem of the exi- sting sales and production process. We are intere- sted in whether, by developing the order form in the configurator and by data integration between different information systems, we can achieve po- sitive effects (reduce the number of working hours and costs) of both studied processes and improve the user experience. For capturing the current state, we employed the method of direct observation and execution of work processes within the production environment of the company under study. To model the business processes, we utilized the software solution Aris [20]. It enables the modeling of processes in a stan- dardized format known as BPMN (Business Process Modeling and Notation), which is comprehensible to all users including business users, analysts invol- ved in planning and documenting business proces- ses, as well as developers of software solutions for business processes [21]. The proposed process approach with the deve- lopment of the B2B configurator was tested and implemented in industrial practice. A prerequisite for the use of the developed solution in an industri- al environment is clearly defined conditions for the implementation of integration between different in- formation systems and fully organized master data. The solution is currently operating in a motorhome manufacturing environment. In the future, it would also make sense to develop it for use in other indu- stries that need individualization of their products. 4 Results The results of Renovation of sales and production processes in Robeta through the implementation of a configurator indicate a reduction in the effective ordering time and a decrease in process costs. 4.1 The sales model of existing trading and production (AS-IS) The model of the existing sales process (Figure 1) was developed based on knowledge and analysis of work procedures, as well as interviews with emplo- yees who carry out the procedures. The sales process begins with the merchant (Figure 1), who creates an order with the customer. The de- aler forwards the created customer order to the dis- tributor by e-mail (as a chassis and interior order or as a chassis order). The merchant only writes down the order type in an email (non-standardized). The distributor accepts the merchant's order and checks the technological adequacy of the configu- red order (the adequacy of the set of elements from the sales catalogue). If the dealer's order is appro- priate, the distributor forwards the order (via e-mail) to Robeta’s administrative department, where it is manually recorded in the internal information sy- stem. Changing the chassis of the vehicle from here on in the sales process is no longer possible. The Robeta company orders a chassis from the sup- plier, and based on the confirmation of the order, the administration inspects the approved and delivered vehicle chassis. In the administration, they create and hand over a physical document in paper form to the control department for vehicle acceptance from the supplier. All vehicle chassis that have arrived from the supplier are inspected by the company's incoming inspection (compliance of the vehicle con- figuration with the order and possible damage). After entering the chassis or chassis and interior or- der, the administration forwards the printout of the order from the internal information system to the distributor, who reviews the order again and passes it on to the dealer. The preparation of the monthly production plan ta- kes place in the manufacturer's administration in coo- peration with the production director. When determi- ning the monthly production plan, the administration manually (prints on paper documents) review all re- ceived customer orders against the delivered vehicle chassis and print out the missing data. On average, this order creation and confirmation process is per- formed at least three times for one customer. When the merchant confirms the order (retailer con- firmation order confirmation activity), he forwards the clearance letter to the distributor (retailer to dis- tributor order confirmation activity). The distributor forwards the confirmed order to Robeta by e-mail. When the work order is submitted to production physically in paper form (production work order submission), the production process begins. The work order is first reviewed in the development de- partment of the company (review of the work order in the development and technology time). Once the work order is approved in development and technology, production begins to execute the sequence of activities. When the production work PROIZVODNI PROCESI Ventil 3 / 2023 • Letnik 29 on the assembly is completed, the company admi- nistration creates a proforma invoice and forwards it to the distributor, who in turn forwards it to the dealer. After the assembly is completed, the mo- torhome is physically moved to carry out the final work on the cut, and then to the final quality con- trol, quantitative adequacy of the motorhome and internal and external cleaning. Before the transport to the market is organi- zed, the payment of the pre-invoice of the mo- torhome is checked and an invoice is issued to the name of the dealer who ordered the mo- torhome. Once the motorhome is delivered to the dealer and accepted by the end custo- mer, the existing sales process is completed. 175 Figure 1 : The sales model of existing trading and production PROIZVODNI PROCESI Ventil 3 / 2023 • Letnik 29 176 Figure 2 : Model of the improved sales and production process PROIZVODNI PROCESI Ventil 3 / 2023 • Letnik 29 4.2 Sales and Production Process State Improvement Model (TO-BE) In the improved model of the sales and producti- on process (Figure 2), we introduced a configura- tor (demo version 1.0), which we developed for the standardized implementation of the order flow and the elimination of discrepancies between the seller and the buyer of Robeta motorhomes. In this way, we have established direct communication betwe- en dealers and the motorhome manufacturer. The purpose of the improved process is to get the clean sheet of the order faster and without unnecessary complications due to configuration options of the or- der, which are incompatible with each other and, as a result, physically unfeasible. The B2B configurator for creating an order for the manufacture of a motor- home guides traders through the entire process of ordering a motorhome with automated exclusion of options based on previously selected options. With the introduction of the configurator, we have eliminated the following activities, the effects of which are presented in subsection 4.3:  activity: Manual recording of the distributor's order in Robeta d. o. o.,  activity: Entering the order into the internal in- formation system,  activity: Forwarding the order to the distributor,  activity: Forwarding the distributor's order to the retailer,  activity: Ordering the vehicle chassis from the supplier,  activity: Issuing and handing over documents for taking over the vehicle chassis from the supplier,  activity: Reviewing orders for the current month in production,  activity: Request to complete or confirm the or- der from the distributor to the dealer,  activity: Creation and forwarding of a request for replenishment of an order from a dealer to a distributor,  activity: Forwarding the request for supple- menting the order from the distributor to the manufacturer,  activity: Confirmation of the order (bill of la- ding) by the merchant,  activity: Creating a work order in the internal information system,  activity: Overview of the work order in the de- velopment and technology team,  activity: Determination of inconsistency of the work order,  activity: Registration of inconsistencies in the order and suggestions for improvements,  activity: Creating an invoice and forwarding the invoice to the distributor,  activity: Creating an account for the name of the merchant,  activity: Creation of an invoice from the price list for the customer by the merch. With the help of the dealer's configurator, you can more easily present the customer with the options of serial versions of individual motorhome mo- dels (Receiving - creation and registration of the customer's order by the dealer). The configurator remembers the creation of the interior and saves it, but sends only the chassis of the vehicle to the distributor for confirmation via an automated no- tification (Order confirmation in the configurator by the distributor). When the distributor has con- firmed the order of the vehicle chassis from the dealer, the order will be automatically registered in the company's administration and the dealer and distributor will be informed about it (Automated notification of the dealer and distributor about re- gistration of the order in Robeta d. o. o.). 4.3 Presentation of the configurator and effects of improvements The configurator is in the phase of further deve- lopment and adaptation to the requirements of de- alers and requirements for integration (pairing of data) with the internal information system of the manufacturer Robeta company. 4.3.1 Presentation of the configurator The configurator as a web application guides the user through the entire process of ordering a mo- torhome. It does not allow the selection of wrong combinations. It is connected to the bill of mate- rials in the production process, which enables the integration of all necessary data with the internal information system of the motorhome manufactu- rer. The B2B configurator mutually integrates data in the area of the vehicle platform, data in the area of the interior of the motorhome and all mutual- ly permitted relationships. It enables automated tracking of individual transactions, performs au- tomated notification and exchange of documents between participants in the process, graphically displays possible options for the construction of a motor home and prepares a sales price calcula- tion. When the dealer finishes ordering the chassis (Fi- gure 3), he clicks to confirm his configuration. As can be seen in the sales process (Figure 1), the dea- ler must first place an order for the vehicle chassis. On the entry page of the configurator, select the chassis of a Fiat or Citroën vehicle. Above we see (Figure 3) that the dealer has chosen a Citroën ve- hicle chassis. First, he must determine the size of the vehicle (˝L˝ tells us the length of the car, and ˝H˝ the height of the car). You can choose between L2H2, L3H2 and L4H2, in some cases you can also choose the increased car height ˝H3˝. The colour of the vehicle is chosen later. In the case of ˝Metallic˝ colour, even more options are offered for choosing a colour. 177 PROIZVODNI PROCESI Ventil 3 / 2023 • Letnik 29 Later (when the monthly production plan at Ro- beta is prepared), the dealer chooses options for upgrading the vehicle's chassis and additional packages. When he has finished selecting all the options for the vehicle chassis, he continues with the configuration of the vehicle interior. If the dea- ler has selected the ˝L2H2˝ motorhome size when configuring the vehicle chassis, when creating the interior configuration of the motorhome, he is offe- red the option to configure the versions ˝Dionysus˝ and ˝Ares˝, since only two configurations on the ˝L2H2˝ vehicle chassis allow this. When the dealer finishes configuring the interior of the camper, the configurator creates a copy of his order in the form of a PDF document, which he sends to the Robeta company. The exchange of do- cuments and information between the dealer and the manufacturer is thus automated. After creating the order in the configurator, the merchant initiates execution and printing of the or- der. 4.3.2 Effects of improvements in the sales and production process The evaluation of the time and costs of work in the existing and improved process and the effects of the improvements are presented in Table 1. The cal- culation of time and costs is based on the activity of ordering in the process of selling and producing one motorhome. We can conclude that by renova- ting the process in question, we had a significant impact on reducing the time required for its im- plementation (factor 3), as well as on reducing the costs of implementing this process (factor 3.5). The Robeta company carries out the sales and produc- tion process for 33 motorhomes in a month (esti- mate). 178 Figure 3 : Configuring the motorhome in the configurator - data entry image PROIZVODNI PROCESI Ventil 3 / 2023 • Letnik 29 179 PROIZVODNI PROCESI Table 1 : Evaluation of Time and Labor Costs in the Existing and Improved Process Activities of the Sales and Production Process The Existing Process AS-IS The Improved Process TO BE Estimated Time in Minutes Estimated Costs in EUR Estimated Time in Minutes Estimated Costs in EUR Acceptance-creation and registration of the customer's order by the merchant 180 35,1 120 23,4 Forwarding the order to the distributor (chassis and/or additio- nally interior orders) 10 1,95 K 0 Acceptance and review of the order by the distributor 30 0 K 0 Manual registration of the distributor's order in Robeta d. o. o. 5 0,975 K 0 Changing the order regarding the vehicle chassis is disabled - 0 - 0 Ordering the vehicle chassis from the supplier 15 0 K 0 Issuing and handing over the document for taking over the vehi- cle chassis from the supplier 5 0 K 0 Input control on the vehicle chassis NA 0 NA 0 Planning the monthly plan for production 65 0 65 0 Entering the order into the internal information system 45 8,775 K 0 Forwarding the order to the distributor 10 1,95 K 0 Forwarding the order from the distributor to the dealer 5 0,975 K 0 Creation and forwarding of the order replenishment request from the dealer to the distributor 30 5,85 K 0 Forwarding the request for supplementing the order from the distributor to Robeto 5 0,975 K 0 Entering the order into the internal information system 20 3,9 K 0 View orders for the current month in production 20 3,9 K 0 Request to complete or confirm the order from the company to the distributor 10 1,95 K 0 Requesting a supplement or confirmation of an order from a distributor to a dealer 15 2,925 K 0 Supplement or confirmation of the order by the merchant 30 5,85 K 0 Confirmation of the order (bill of lading) by the merchant 5 0,975 K 0 Forwarding order confirmation from dealer to distributor 10 1,95 K 0 Delivery of order confirmation by the distributor to Robeta 10 1,95 K 0 Creating an invoice and forwarding it to the distributor 15 2,925 K 0 Forwarding the invoice from the distributor to the dealer 10 1,95 K 0 Creation of a work order in the internal information system 3 0,585 K 0 Submitting the work order to production 10 1,95 10 1,95 Overview of the work order in the development and technology team 10 1,95 10 1,95 Determination of inconsistency of the work order 5 0,975 - 0 Registration of inconsistencies in the order and suggestions for improvements 10 1,95 - 0 Entering the updated order into the internal information system 3 0,585 - 0 Confirmation of the work order in the development and techno- logy team 5 0,975 5 0,975 Production works NA 0 NA 0 Completion of production work on assembly NA 0 NA 0 Execution of finishing works on the cut NA 0 NA 0 Final quality control NA 0 NA 0 Ventil 3 / 2023 • Letnik 29 180 5 Conclusion In the paper, we analysed the existing state of the process of selling and ordering a motorhome (cre- ating a motorhome order) and the production pro- cess using the example of the manufacturing com- pany Robeta. We have prepared a model of the improved order creation process. We have develo- ped a configurator that enables the implementati- on of a standardized order process. By developing changes and additions, we removed the differences between the seller, the buyer and the manufactu- rer of motorhomes. By introducing improvements and computerizing the sales and production (B2B) process, we radically shortened the necessary time and reduced the costs of order execution in the en- tire chain of processes (trader - distributor - manu- facturer - buyer). The results of the effects of the improvements show that in the existing sales and production pro- cess of the company Robeta, the effective time for the activity of ordering one order of a motorhome is 1070 min. With the improved process model, the implementation of the renovation and the intro- duction of the configurator, we achieved a reduc- tion in the effective time of business process ac- tivity by 66%, which in turn means a reduction in ordering costs by 72% (compared to the existing method of ordering in the sales and production process). We estimate that the investment in the implemented changes will return to the company within 6 months. Renovation and computerization of the sales and production process also has important long-term positive effects, which cannot be illustrated only by time and financial savings. The implemented chan- ges also affect the more successful and efficient implementation of other business processes in the company. As a result, new ideas and opportunities for improvement are already emerging. Above all, with the implemented improvements, the company Robeta intensively entered the process of constant progress and innovation. With the renovation, the company significantly contributed to the improve- ment of the user experience in B2B and B2C relati- ons. At the same time, it also embarked on the path of digital transformation, which includes changes in the understanding of the company's strategy, busi- ness processes, information technology, human re- sources, and the company's organizational culture. Sources [1] Dajčman, B. (2015). Achieving the organiza- tion’s business goals by renovating the human resources management process. Journal of Economic and Business Sciences, 2(2), 71–88. [2] Mukwakungu, S. C. et al. (2018). Effect of Busi- ness Process Reengineering on Improving Customer Satisfaction and Retention in the Manufacturing Industry. Proceedings of the In- ternational Conference on Industrial Engineer- ing and Operations Management, 595–601 [3] Sujová, A., Simanová L., Marcineková, K. (2019). 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Con- Activities of the Sales and Production Process The Existing Process AS-IS The Improved Process TO BE Estimated Time in Minutes Estimated Costs in EUR Estimated Time in Minutes Estimated Costs in EUR Cleaning the motor home NA 0 NA 0 Checking the payment of the motorhome estimate 5 0,975 5 0,975 Organizing transport of the motorhome to the dealer 60 11,7 60 11,7 Creating an account under the name of the merchant 3 0,585 K 0 Creation of an invoice from the price list for the customer by the merchant 30 5,85 K 0 Shipping the motorhome to the dealer 60 11,7 60 11,7 Sending all necessary documentation to the dealer (delivery ser- vice) - preparation 60 11,7 20 0 Delivering the motorhome to the dealer W 0 W 0 Pickup of the motorhome by the customer - 0 - 0 Additional information after re-entering the orders (2x) 256 49,92 - 0 TOTAL 1070 186,23 355 52,65 Legend: Waiting for Robeta d. o. o. (W); Non Applicable - not part of the sales process (NA): Automation using the configurator (K) PROIZVODNI PROCESI Ventil 3 / 2023 • Letnik 29 Prenova prodajnih in proizvodnih procesov v podjetju Robeta Razširjeni povzetek Prenova in nadgradnja poslovnih oz. delovnih procesov podjetjem omogoča izdelovanje in dobavljanje individualiziranih produktov ter zmanjševanje časa proizvodnega cikla. Proizvodna podjetja, ki prenovo in nadgradnjo poslovnih procesov uskladijo s potrebami strank, serviserjev in distributerjev, lahko poveča- jo zadovoljstvo strank in kakovost svojih produktov ter izboljšajo odzivnost trgovcev in hitrost dobav. Z analizo in prenovo proizvodnega procesa lahko povečamo uspešnost in vrednost podjetja, kar pozitivno vpliva tudi na njegove finančne kazalnike. Prenova omogoča pravočasno naročanje materiala in učinko- vitejše planiranje proizvodnih kapacitet ter posledično vpliva na zmanjšanje potrebnega časa, stroškov dodatnega dela in materiala. Tudi v industriji predelave kombijev v avtodome predstavljata izziv konstruiranje in dobava individual- iziranih in notranje raznolikih modelov avtodomov glede na trende na različnih trgih, za kar pa je ključnega pomena razvoj skladnega in učinkovitega postopka konfiguriranja naročila. Na primeru podjetja Robeta d. o. o. smo analizirali obstoječe stanje procesa prodaje in naročanja avtodoma (kreiranja naročila končnega izdelka) ter procesa proizvodnje. Pripravili smo model izboljšanega procesa kreiranja naročila. Razvili in uporabili smo konfigurator B2B, ki omogoča standardizirano in avtomatizirano izvajanje naročila ter integracijo vseh potrebnih podatk- ov med proizvajalcem in trgovcem. S prenovo procesov in razvojem informacijske rešitve smo odstranili razhajanja med notranjimi in zunanjimi izvajalci proizvodnih in prodajnih procesov. 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