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Interest in Business Process Management has grown considerably in recent years. Companies are more and more concerned with improving business operations by, among other things, reducing costs or increasing customer satisfaction. In this perspective, Brunswick Marine in EMEA is seeking to optimize its parts and accessories pricing process.
This report presents the results of a 4-month project aiming to provide tools and solutions with a view to improving the pricing process of the company's parts and accessories. This optimization aspires to use Business Intelligence solutions in order to automate data processing and tracking. Indeed, the lack of integration of analytic tools into the current process prevents the company from effectively reviewing prices. Also, it is essential to redefine the pricing process before its implementation in the new ERP, which will be active in a couple of years.
The mission was carried out with a project management approach based on Lean Six Sigma's DMAIC method. The approach undertaken was, first of all, to analyze the as is pricing process and its context. Particular attention was paid to the expectations of stakeholders regarding the improvement of the system. Performance indicators have provided a measure of the current performance of the process on aspects such as price realization or time required to perform a price review. An in-depth root cause analysis of the problems was conducted using a Fishbone diagram.
Based on these investigations, the timeline related to parts and accessories price reviews has been adjusted. Analytic tools have been introduced into the process to automate data processing. These tools have been implemented on Power BI, which proves the relevance of using Business Intelligence in process optimization. Other solutions such as a harmonization of the discount system or a new product subclassification have been proposed to enhance the operational business of the department.

Business Process Management --- Pricing --- Business Process --- Process Optimization --- Business Intelligence --- Parts and Accessories Pricing --- Sciences économiques & de gestion > Gestion des systèmes d'information --- Sciences économiques & de gestion > Production, distribution & gestion de la chaîne logistique --- Sciences économiques & de gestion > Marketing

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• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Brunswick Marine in EMEA (BME) is a subsidiary of one of the largest American boat provider. Their main activities are to receive, store and distribute parts, accessories and boat engines. Our main area of focus for this thesis is the management of quality at BME. The company already has an established Quality Management System (QMS) that is certified to ISO 9001:2008.
In September 2015, a new version of this norm was issued by the writing committee of ISO. Some evolutions and new concepts were added to previous requirements. As a result of this change, companies were given three years to implement new processes and modifications to their QMS. They must go through a transition phase to complete all requirements and receive their new ISO 9001:2015 certificate.
The aim of this project is to propose an optimal transition plan for BME to take the best advantages of this new version of ISO 9001 and succeed their re-certification audit in January 2018. This transition plan will include the timing and adapted solutions to complete all gaps between the new version of the norm and the company’s QMS.
To reach this goal, we started by analyzing in detail the new norm and the system in place at BME to provide a gap analysis specific to the company’s case. Then, we carried out a deep analysis on the major novelties of the standard. We proceeded to develop for each major new concept a detailed definition, their fit in the history and future of quality management and finally we enquired about business best practices to put them into practice. Altogether, we designed for each new requirement an optimal solution based on the analyzed information.
As a result, we concluded that the novelties brought to ISO 9001 can definitely add some value to the company but with an important prerequisite. As we will demonstrate throughout this thesis, the way new concepts will be implemented, incorporated and maintained into the business practices of the company are the key success factors. Benefits will be seen only when all QMS actors accept the new processes and make them part of their daily work.

ISO 9001:2015, new version, transition, certification, Quality Management System. --- Sciences économiques & de gestion > Gestion de l'entreprise & théorie des organisations