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Since early 1990’s, Business Process Reengineering (BPR) has become a buzzword around the world. Of the BPR methods and models suggested, the majority has put much attention on redesigning processes at operational levels. Those who stress the importance of strategic process reengineering tend to emphasize that redesigning should be embarked and implemented at a broader scope (crossfunctional) in order to obtain greater pay offs, whereas the impact of BPR on strategies is less studied. In this paper, we propose that BPR ally with strategies and, consequently, emphasize the importance of BPR relevant to strategies and the significant role of strategic directions in light of BPR. Thus, we develop a conceptual BPR model that links a firm’s strategy, with a real world example. The main purpose of this paper is to demonstrate the inter-relationship between BPR and strategy and to help provide guidelines for better BPR implementation to enterprises.