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Business Process Review (BPR)

Big-4 Process Rigour, with the Implementation Depth to Make the Findings Real.

Most Business Process Reviews end as a deck. The deck is read once at the steering committee, filed in a SharePoint folder, and quietly forgotten. Daxonet runs BPR differently. We bring the same diagnostic discipline as Deloitte, PwC, EY, and KPMG — APQC-aligned process taxonomy, capability mapping, and reengineering frameworks — combined with the implementation depth to actually rebuild the processes the review identifies. Findings you can act on, not file.

Book a Process Health Check Talk to a BPR Lead
Big-4 process rigour Implementation depth on the same team APQC-aligned process taxonomy Outputs you can act on, not file

Daxonet's Business Process Review services span three offerings: Process Health Check (4 to 6 weeks, structured diagnostic), Process Reengineering (8 to 16 weeks, redesign and remediation plan), and Capability Mapping (12 to 20 weeks, target-state operating model). The methodology is APQC-aligned and draws from the same frameworks used by Deloitte, PwC, EY, and KPMG — paired with Daxonet's hands-on Microsoft Dynamics, AutoCount, and Arcstone MES delivery experience so findings translate directly into implementation work.

Three Offerings

Three depths of review, scoped to the decision you are about to make.

Most Big-4 BPR engagements default to "the full thing". Daxonet's view: scope the diagnostic to the question you are trying to answer. Pay for the depth you actually need.

Offering 1

Process Health Check

4 to 6 weeks · 1-3 processes

A focused diagnostic of one to three priority processes. Right when you suspect issues but cannot pinpoint root causes — or when audit, customer complaints, or finance close timelines are flagging the area.

  • → Current-state BPMN maps
  • → APQC maturity scorecard
  • → Top-10 issues with remediation effort
  • → Executive readout
Offering 2

Process Reengineering

8 to 16 weeks · End-to-end redesign

Redesign of one or more end-to-end processes — order-to-cash, procure-to-pay, record-to-report. Right when the Health Check confirms the current process cannot scale and you need a future-state design plus an implementation backlog.

  • → Future-state BPMN with RACI
  • → Control library & KPIs
  • → Implementation backlog with estimates
  • → Change impact assessment
Offering 3

Capability Mapping

12 to 20 weeks · Target operating model

Full target-state operating model — capability heat map, process taxonomy, organisational design implications, technology architecture roadmap. Right ahead of a major transformation, M&A integration, or board-mandated operating-model rebuild.

  • → Capability heat map (current vs target)
  • → APQC-aligned process taxonomy
  • → Org-design implications
  • → Technology architecture roadmap

Daxonet vs. Big-4 Consulting

The same diagnostic discipline. A very different last mile.

The Big-4 firms (Deloitte, PwC, EY, KPMG) set the standard for BPR methodology and Daxonet does not pretend otherwise. The question is what happens after the report is delivered.

What's the same

  • ✓   APQC PCF as the process taxonomy backbone
  • ✓   Business capability mapping methodology
  • ✓   Value-stream mapping for end-to-end flows
  • ✓   Maturity scoring against benchmark data
  • ✓   Senior-led discovery workshops
  • ✓   Executive-grade deliverables

What's different at Daxonet

  • → Same principal owns BPR and implementation
  • → No partner handoff = no translation loss
  • → Findings tagged with implementation effort estimates
  • → Lean teams (3-5 people) — no 12-person bench to feed
  • → Day rate priced for Malaysian mid-market reality
  • → Power Platform / D365 / AutoCount fluency built in

One clarifying note: When the answer to "should we do this internally, with a Big-4 firm, or with Daxonet?" is genuinely "Big-4", we will tell you. Daxonet's positioning is not anti-Big-4 — it is honest about the questions where a regional partner with implementation depth produces the better outcome.

Methodology · APQC-Aligned

Five phases. Same discipline at every depth.

The five phases scale to the engagement. A 4-week Health Check compresses Phases 4 and 5; a 20-week Capability Mapping expands Phase 2. The discipline is identical.

  1. 01

    Diagnose

    Stakeholder interviews, data extraction, process mining (where systems support it), and as-is documentation against APQC's PCF.

    Output: Current-state BPMN maps

  2. 02

    Design

    Future-state design workshops with the process owners. RACI, control points, KPIs, and the explicit choices behind each redesign decision.

    Output: Future-state BPMN, decision log

  3. 03

    Validate

    Pilot a sub-process or run a tabletop simulation. Findings adjusted based on what survives contact with reality. Senior-reviewer quality gate.

    Output: Validated future-state, refined RACI

  4. 04

    Plan

    Implementation backlog with effort estimates, change impact assessment, sequencing recommendations, 30-60-90 day action plan owned by the steering committee.

    Output: Backlog, action plan, change pack

  5. 05

    Embed

    Handover to the implementation team (Daxonet or internal). The BPR principal stays involved at steering reviews so context survives the transition.

    Output: Implementation kickoff pack

Process Library · APQC-Aligned

Which processes do you start with?

The processes below are the most common starting points. APQC's PCF covers many more — these are simply where finance leaders most often see the ROI of a Health Check first.

Order-to-Cash

Quote, order, fulfil, invoice, collect. Customer experience and DSO live here. Highest-impact starting point for most finance leaders.

Procure-to-Pay

Requisition, approve, receive, match, pay. Working capital and supplier-relationship outcomes; common audit-finding source.

Record-to-Report

Close, consolidate, report. Month-end compression is a leading indicator of finance team capacity. Often the second engagement.

Hire-to-Retire

Workforce planning, hiring, onboarding, payroll, performance, exit. Often surfaces compliance and PCB / EPF / SOCSO process gaps.

Plan-to-Produce

Demand planning, master scheduling, production execution, quality. For manufacturers, often joins the priority list alongside O2C.

Plan-to-Inventory

Forecast, replenish, manage stock, optimise warehouse and DC operations. Where distributors find the largest working capital wins.

Lead-to-Cash (CRM)

Marketing, lead, opportunity, quote, win, fulfil, invoice. The end-to-end revenue process — from first touch to collected cash.

Service Delivery

Case, dispatch, resolve, bill. Field service and customer service operations, with strong impact on customer satisfaction metrics.

Compliance & Risk

Internal controls, statutory reporting, e-Invoice, transfer pricing, audit. Often reviewed as a horizontal across the other processes.

Deliverables

What you receive — and what you do with it.

BPR deliverables are valuable only insofar as they survive contact with the steering committee and translate into action. Daxonet's deliverables are designed for both.

Current-state process maps (BPMN 2.0)
Industry-standard BPMN 2.0 notation for every reviewed process, with swim-lanes by role, decision points, exception flows, and system touchpoints. Readable by both business and IT audiences without translation.
APQC maturity scorecard with benchmark context
Scoring against APQC's PCF maturity dimensions, contextualised against benchmark data from organisations of similar size and industry. Lets the steering committee see where you sit in the distribution, not just an abstract score.
Top-issue list with remediation effort estimates
Each finding tagged with: severity, remediation effort, recommended owner, and dependency. Designed so the steering committee can decide which 3 to 5 issues to act on first without further analysis.
Future-state design with RACI and controls
For Reengineering and Capability Mapping engagements, a complete future-state design including RACI matrix, control library, KPI definitions, and the explicit decisions behind each redesign choice — preserved in a decision log.
Implementation backlog
A prioritised, estimated backlog of implementation work — process changes, system changes, organisational changes, training, and policy work. Tagged so it can be loaded directly into Azure DevOps if the implementation goes ahead.
Change impact assessment
Assessment of which roles, teams, and external parties are impacted by the proposed changes; the magnitude of impact; and the change-management treatment recommended for each. The starting point for the change communications plan.
30-60-90 day executive action plan
A short, executable action plan owned by the steering committee. The deliverable that prevents BPR findings from going dormant. Covered in the executive readout session at the close of every engagement.
Why Daxonet

The BPR partner who is also there on Monday morning.

Big-4 BPR engagements end the day the deck is presented. Daxonet engagements end the day the implementation is stable. The same principal who diagnosed your processes is the principal who rebuilds them in D365, Business Central, or AutoCount. The institutional knowledge does not walk out of the door at handover.

  • ✓   Same team owns BPR and the implementation that follows
  • ✓   APQC PCF and BPMN 2.0 — the global standards, used properly
  • ✓   Lean teams: 3-5 people, not a 12-person bench
  • ✓   Day rate priced for Malaysian mid-market and enterprise reality
  • ✓   Implementation backlog tagged for Azure DevOps day-one ingestion
  • ✓   Honest about when Big-4 is the right answer instead
Get In Touch

Daxonet Group Sdn Bhd

Petaling Jaya HQ · Selangor, Malaysia

Johor Bahru Office · Johor, Malaysia

Phone · +603-9212 8336
Email · sales@daxonet.com

Scoping format: 60 minutes, free. We confirm the right BPR offering, the priority processes, the duration, and the deliverables — before either side commits.

Book a Process Health Check
Related Services

Where BPR fits in the broader service stack.

Consulting (Parent)

Process review, ERP health checks, fit-gap analysis, transformation roadmaps.

Implementation

D365, AutoCount, Arcstone MES, Power Platform — Success-by-Design delivery.

Upgrade & Migration

AX 2009 / 2012 / NAV upgrades to D365 and Business Central.

Data & Analytics

Process mining, KPI dashboards, and target-state reporting design.
FAQ

Questions finance and operations leaders ask before scoping a BPR.

What is a Business Process Review (BPR)?
A Business Process Review is a structured diagnostic of how an organisation actually executes its core processes — order-to-cash, procure-to-pay, record-to-report, hire-to-retire, plan-to-produce, and so on — versus how it should execute them. The output is a documented current-state, an identified target-state, and a prioritised remediation plan. BPR is the foundation step before any major ERP, CRM, or operating-model transformation. Without it, transformations risk automating today's broken process at scale.
How is Daxonet's BPR different from Deloitte, PwC, EY, or KPMG?
The Big-4 firms are excellent at diagnostic. Their methodologies — APQC PCF, business capability maps, value-stream mapping — are mature and proven. Daxonet uses the same frameworks and the same discipline. The difference is what happens after the deck is delivered. The Big-4 typically hand the report to an implementation partner. Daxonet IS the implementation partner. The same principal who diagnosed your order-to-cash process is the principal who owns its rebuild in D365 or AutoCount. No translation loss between strategy and execution. Lower cost, faster cycle, and the findings actually get implemented.
What are Daxonet's three BPR offerings?
First, Process Health Check (4 to 6 weeks): a structured diagnostic of one to three priority processes — typically the ones causing audit findings, customer complaints, or finance close delays. Output is a current-state map, a maturity score against APQC benchmarks, and a 'top 10 issues with remediation effort' list. Second, Process Reengineering (8 to 16 weeks): redesign of one or more end-to-end processes with future-state workflows, RACI, control points, KPIs, and an implementation backlog. Third, Capability Mapping (12 to 20 weeks): full target-state operating model — capability map, process taxonomy, organisational design implications, and technology architecture roadmap. Most clients start with the Health Check and decide between the deeper engagements based on the findings.
Do you use APQC's Process Classification Framework?
Yes. APQC's Process Classification Framework (PCF) is the global standard process taxonomy and we use it as the spine of every BPR engagement. APQC has industry-specific PCF variants — manufacturing, banking, retail, professional services — and we use the relevant industry framework rather than forcing a generic taxonomy. APQC alignment also lets us benchmark your process maturity against thousands of organisations APQC has measured, which gives the diagnostic genuine context rather than abstract scoring.
Which processes do you typically review first?
Order-to-cash and record-to-report consistently surface as the highest-impact starting points for finance leaders. Order-to-cash because customer experience and DSO are visible board metrics. Record-to-report because month-end close compression is a leading indicator of finance team capacity. For manufacturers, plan-to-produce often joins the priority list because OEE and on-time delivery are equally visible. We will recommend the right starting set after a one-hour scoping call — not based on what we wish to sell.
How does BPR connect to a future ERP implementation?
BPR is the recommended first phase of any major ERP or CRM transformation. The current-state and target-state process maps from a BPR feed directly into the Solution Blueprint phase of an implementation — meaning the implementation starts with a documented to-be process design instead of generating it on the fly during workshops. Clients who do BPR first typically run a 20% to 30% shorter implementation timeline because the design phase is faster and the scope is more disciplined. If you are six to twelve months from an ERP decision, BPR now is almost always the right sequence.
Can BPR find issues that don't need an ERP to fix?
Often, yes. Many findings from a Health Check are operational — RACI gaps, missing control points, undocumented exception handling, role design that drives error rates. These are remediated through process change and Power Platform automation, not ERP rework. A typical Health Check uncovers two to four 'low-effort, high-impact' improvements that pay for the engagement before any ERP decision is made.
Who runs the BPR engagement on the Daxonet side?
Engagements are led by a Daxonet principal with both consulting and implementation experience — typically someone who has run BPR engagements at a Big-4 firm and also delivered D365 or BC implementations end-to-end. Around them sits a small core team: a process analyst (data extraction, process mining), a functional consultant relevant to the process under review (finance, supply chain, manufacturing, CRM), and a senior reviewer for quality. We deliberately keep teams small — BPR done by a 12-person Big-4 team often produces a 200-page deck that nobody reads.
What deliverables do we receive from a BPR engagement?
Deliverables vary by offering. Health Check: current-state process maps (BPMN), maturity scorecard, top-10 issues with remediation effort, executive readout deck, working-session recordings. Reengineering: future-state process maps, RACI matrix, control library, KPI definitions, implementation backlog with effort estimates, change impact assessment. Capability Mapping: capability heat map, target-state operating model, technology architecture roadmap, organisational design implications. Every engagement also produces a session-by-session decision log so the rationale behind each recommendation is preserved for the implementation phase.
How do you ensure findings actually get implemented?
Three mechanisms. First, every BPR finding is tagged with an implementation effort estimate and a recommended owner — Daxonet, internal team, or external. Second, every BPR engagement closes with a 30-60-90 day action plan that the steering committee owns. Third, when the implementation is also delivered by Daxonet, the BPR principal stays involved as the steering committee link, so context does not get lost between phases. The most common reason BPR findings die on the page is partner handoff. Removing the handoff is our structural advantage.
Ready to Look Honestly?

The processes you do not measure are the ones eating your margin.

Book a 60-minute scoping call with a Daxonet principal. We agree the BPR scope (health check, reengineering, capability mapping), the duration, and the deliverables — before you sign anything. The conversation is free; the clarity is the start.

Book a Process Health Check +603-9212 8336
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