Business process mapping

1. Why process mapping matters in ERP

Process mapping is the foundation of successful ERP implementation:

• Visibility: Reveals inefficiencies, redundancies, and bottlenecks.
• Requirements: Provides detailed input for configuration and customisation.
• Standardisation: Enables adoption of best practices.
• Training: Forms the basis for user documentation and training.
• Validation: Used during testing to verify system behaviour.

2. As‑is process mapping

As‑is mapping documents how processes currently operate – including manual steps, exceptions, and pain points. It answers:

• What triggers the process?
• Who performs each step?
• What systems or documents are used?
• Where are the delays or errors?

As‑is maps are often messy – that's the point. They highlight areas for improvement.

3. To‑be process design

To‑be maps define how processes will run after ERP implementation. They leverage system capabilities and best practices. Key considerations:

• Automation: Steps that can be automated (e.g., approval workflows).
• Integration: Seamless data flow between modules.
• Elimination: Removing non‑value‑added steps.
• Standardisation: Consistent processes across locations.

4. Mapping notations

Different notations serve different purposes:

Notation	Best for
Flowchart	Simple, high‑level process overview
BPMN	Detailed, technical process modelling (industry standard)
SIPOC	High‑level view of Suppliers, Inputs, Process, Outputs, Customers
Value Stream Map	Lean analysis, showing value‑added vs non‑value‑added time
UML	Software‑oriented modelling (less common in ERP)

5. BPMN essentials

Business Process Model and Notation (BPMN) is the most widely used standard for ERP process mapping. Core elements:

• ○ Events: Start, intermediate, end (circles).
• □ Activities: Tasks or sub‑processes (rounded rectangles).
• ◇ Gateways: Decisions, forks, joins (diamonds).
• → Flows: Sequence and message flows.
• 📄 Data objects: Documents, data stores.

BPMN diagrams are understandable by both business users and technical teams.

6. SIPOC diagrams

SIPOC provides a high‑level process view, ideal for workshops:

Supplier	Input	Process	Output	Customer
Customer	Purchase order	Order to cash	Delivered goods, invoice	Customer
Vendor	Raw materials	Procure to pay	Paid invoice, materials	Production

7. Mapping steps & workshops

Typical process mapping approach in ERP projects:

1. Identify scope: Which processes (order‑to‑cash, procure‑to‑pay, etc.)?
2. Gather information: Interviews, existing documentation, observation.
3. As‑is workshops: Cross‑functional teams map current state.
4. Analyse & improve: Identify waste, delays, and opportunities.
5. To‑be workshops: Design future processes with ERP capabilities.
6. Validate & approve: Sign‑off by process owners.

8. Common pitfalls

• Too detailed too soon: Start with high‑level, then drill down.
• Ignoring exceptions: Processes must handle errors and edge cases.
• Not linking to requirements: Each process should map to functional requirements.
• Stakeholder fatigue: Too many workshops without clear outcomes.