Business Process Re-engineering in the SMEs: Critical Success Factors Perspective of an Emerging Economy

During the age of globalization, change has become a general phenomenon of business environment. Managements are compelled to adapt to the change to survive. The markets are extremely competitive and if once the enterprise is rejected by the market, bouncing back is hardly possible. The SMEs of the world are facing this situation like the large firms. The SMEs of Bangladesh seem to be no exception. During 1990s, the concept re-engineering rises to adapt to the changes in terms of business process. However, critics raised concerns after a number of business process reengineering initiatives have been failed and such failures have raised a range of challenging questions about the effectiveness of reengineering. This paper deals with the determination of critical success factors (CSFs) of re-engineering in the small and medium sized (SMEs) manufacturing enterprise of a developing country, Bangladesh. Determinants have been identified empirically through the survey conducted in the SMEs sector of Bangladesh. The analysis indicates that management including their planning, commitment, sponsorship, experience and willingness has strong impact on the successful implementation of BPR.