Business Process Analysis of Global Management Account Service (GMAS)

This report offers a comprehensive business process analysis of Global Management Account Service (GMAS), a company specializing in outsourced management accounting services for small and medium-sized businesses. It examines the company's use of Business Process Management (BPM) to enhance efficiency and quality. The report details the current system's participants, inputs, and outputs, along with identified exceptions and inefficiencies, like labor outsourcing. A business process model is presented using a swim lane diagram, illustrating key steps and exceptions. The analysis also explores the application of information technology and business process re-engineering to improve customer service and reduce costs. The report includes a proposed workflow diagram and concludes with a list of references.

Running Head: Business Process Analysis 1
Business Process Analysis
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Business Process Analysis 2
Introduction
This report involves a critical analysis of a case study on Global Management Account Service
(GMAS). The company was established with an aim of developing a suite of outsourced
management accounting services. These services were designed to satisfy needs for small and
medium-sized business organizations. The company used a Business Process Management
strategy to enhance production of quality outputs within appropriate timelines. This strategy
enhanced management of labour by reducing costs. GMAS applied new technology to develop
workflow systems, scanning, and document management system along with business
intelligence. This enabled the company to support personnel, provide administration services,
source new clients, manage finance and compliance.
Purpose
Business management process is very critical to GMAS. The purpose of adopting this process
include developing capacity and implementation of technologies in management accounting
services (Donald & James, 2005). Again, it is used to enable the company to achieve competitive
advantage by providing quality services and outputs in the required timelines. This enables the
company to meet targets and standards. Lastly, it is applied to generate resources required for
management accounting services and to comply with financial policies and standards.
Participants, Inputs, and Outputs to the Current System
The participants in the current system include pilot clients, GMAS management team, sales
team, account receivable, debt collector and company’s suppliers. For the case of inputs, we
consider strategies initiated by GMAS to facilitate workability of the business process
management system. They include outsourcing new clients, to support employees, to develop
and maintain systems, manage finance and compliance along with the provision of
administration services (Jonasson, 2012). On the other hand, outputs refer to outcomes that
emerge from inputs and participants efforts. They include supplier statement reconciliation,
creditor payment, invoice processing, maintenance of suppliers’ information and processing
expenses on claims.

Business Process Analysis 3
Exceptions
The main focus is to achieve targets set by the business process management system. However,
some circumstances may arise such as illegible information, failure to provide a required piece of
information and inability to meet special conditions. Thus, the company needs to seek other
alternatives so as to surpass the primary path. These include outsourcing resources from other
companies so as to mitigate the issues mentioned. Again, the company may decide to set extra
time so as to get all the requirements ready (Dow & Taylor, 2015). Finally, the company may
decide to stick with the current system until a clear path is set to meet the proposed business
process management system, model.
Process Strengths
Business management process used by GMAS has several strengths. First, the process has a good
reputation. Thus, the proposed process is likely to bring more services into account management
process. Again, it has cost advantages of proprietary know-how from the primary step of signing
a contract with pilot clients up to debt collection (Richard, 2013). These attributes are necessary
to gather resources required to achieve competitive advantage.
Process Inefficiencies
The current system exposes some inefficiencies that may limit the progress of business
management process system. First, the process demonstrates an inability to meet labour
requirements. For example, some workforce is outsourced from other companies (Ryan & Deci,
2017). This will come with extra costs thus stretching the process. Again, if the delivery of
business process turns out to be inefficient and ineffective, the company will not be able to
achieve long-term viability and competitiveness.
Business Process Model
This refers to the activity representing current system and processes in the enterprise. We
consider primary steps and exceptions to generate a business process model via Swim lane
diagram.

Business Process Analysis 4
Pilot clients Sales Contracts Primary steps Exceptions
Use of Information Technology
The process focuses on applying information technology so as to meet targets in the business
management process. This will involve its ability to implement technologies to design document
management systems, scanning, business intelligence and workforce systems.
Business Process Re-engineering
The
client
provide
services
to be
provided
by the
system
Sales
team
send
copies
Account
receiva
ble
review
the
copies
Monitoring
payments by
cash and
reconciling
debts
Outsour
cing
debt
collecto
Customer
informati
on
updated
by
account
New
client
sign to
the
contract
GMAS design
business
management
process
Outsour
cing
debt
collector
Submitting
copies to
account
receivable
Contract
with clients
stick on
the
current
system
Outsourcing
resources
from other
companies
Set extra time
so as to get all
the
requirements

Business Process Analysis 5
Re-engineering process is applied to bring effective changes in business management process
system. Basically, it is a business management strategy that focuses on analysis and design of
business processes and workflows (Henry, 2008). In the current case, the process will be used to
improve customer service by enhancing account management service delivery to pilot clients.
Again, it will cut down operation cost such as outsourcing workforce from other companies. The
process will incorporate several technologies such as document management systems, scanning,
business intelligence and workforce systems.
Proposed Workflow Diagram
Contract
between clients
and the
company
Account
receivable
monitors
payments
Sales
representative
follow up with
the clients
Copies re-
sent if the
clients have
not paid
Account
receivable
send copies
to debt
collector
Account
receivable
responsible
for billing.
Account
receivable
monitor
customer
information
Copies
sent to
account
receivable

Business Process Analysis 6
References
Donald, C.H., & James W.F (2005). “Are You Sure You Have a Strategy?” Academy of
Management Executive 19, no. 4: 51–62.
Dow, W., & Taylor, B. (2015). Project Management Communication Tool. William Dow.
Henry, A. (2008). Understanding Strategic Management. Oxford University Press.
Jonasson, H. (2012). Determining Project Requirement. Averbach publication.
Richard, A. (2013). Job Satisfaction from Herzberg’s Two Factor Theory Perspective. Grin
publishing.
Ryan, R.M., & Deci, EL. (2017). Self-Determination Theory: Basic Psychological Need in
Motivation, development, and Wellness. The Guilford Press.