Simulation as a service to business process management (BPM)

The global economic meltdown of the late 2000s exposed poor internal processes within many organisations around the world.
Previously unshakeable institutions went to the wall and every indicator, from house prices to the number of unemployed, was on a
downward trend.
As companies begin their slow recovery, they are increasingly looking for ways to reduce working capital by improving operational agility and by linking silos of information with modern web-based services. They are also searching for ways to gain competitive edge through the introduction of Internet-based collaborative processes including slicker sales channels,
more efficient finance processes, tighter supply chains and better workflow management.

As a result, the market for business process management (BPM) is growing as the need for operational savings and efficiencies drives the need to rework business processes. BPM has long been recognised as a toolset for designing
processes. But it is now taking on a new role as the lead component within broader SOA
implementation projects.
In this paper we examine the changing use of simulation as a service to BPM: how can simulation be used in the wider context of
business improvement and agility?
What are the implications of the introduction of BPM Notation (BPMN) 2.0 and how close are we to using simulation to intelligently optimise business processes?
We also explain the role that Lanner’s simulation software will play in the development of next generation BPM.