Purpose: The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level.Design/methodology/approach: Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences.Findings: The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research.Research limitations/implications: The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also on the low end of sample size for the methods used and some parts of the research used ad hoc selection of companies of arbitrarily distributed companies into different groups.Practical implications: The results can be useful for leaders and teams that are attempting the journey to process maturity. The guide‐posts, milestones, and measures can help answer the question “Where am I on this journey and what is next?”Originality/value: A plethora of maturity models has emerged that claim to guide an organization through the process of building levels of maturity that lead to competitive advantage. To date, there has been a lack of quantitative studies documenting these road‐maps. The paper provides global, quantitative evidence of the critical maturity components associated at each level of maturity.

Big Data Analytics (BDA) has the potential to improve demand forecasting, communications and better manage supply chain resources. Despite such recognised benefits and the increase of BDA research, little is known about the general approaches used to investigate BDA in the context of supply chain management (SCM). In the light of the Resource-based View, the main goal of this study was, by means of a systematic literature review, to comprehend how BDA has been investigated on SCM studies, which resources are managed by BDA as well as which SCM processes are involved. Our study found out that the predictive and prescriptive approaches are more frequently used and organisational, technological and human resources are often managed by BDA. It was observed a focus on Demand Management and Order Fulfilment processes and a lack of studies on Returns Management, which indicates an open research area that should be exploited by future studies.

The purpose of the paper is to investigate the relationship between supply chain maturity and performance, with specific references both to the business process orientation maturity model and to the supply chain operation reference model. Quantitative, survey based research was carried out with 478 Brazilian companies. Statistical analysis combined the use of descriptive statistics and structural equation modeling. Empirical results indicate a strong and positive statistical relationship between supply chain maturity and performance. The results also suggest that the deliver process maturity has a higher impact on overall performance than the other supply chain processes. Quantifying supply chain maturity and performance is an opportunity for a company to align its performance measurements and process improvement actions with its broader policies and strategies. The use of this approach has been validated in several previous research studies in organizational self‐assessment and business management. Maturity models are valuable frameworks for corporate leadership. This study provides solid statistical evidence that a company that has achieved a higher maturity level and implemented the maturity factors also has achieved superior performance. It also validates the application of these specific maturity factors in South America, specifically Brazil. This paper confirms and expands upon earlier research suggesting higher levels of process maturity were related to superior performance. This paper also examines the evolution of performance measurement systems, moving from a traditional approach to a more process oriented perspective by reporting on the origins of maturity models and presenting the main empirical contributions through the use of the business process maturity model and supply chain operation reference model.

Purpose: The survival and growth of organizations presently depend on managing processes and capabilities to effectively use large volumes of data from different sources to assist organizations’ strategic and operational goals. This paper aims to test the relationship between organizational analytical capabilities (OAC), the performance results in organizational resilience (OR) and the business process management maturity (BPMM). Design/methodology/approach: Based on a survey of companies operating in the state of Espírito Santo, Brazil, a conceptual model was proposed and tested using the partial least squares algorithm. Findings: The results confirm the proposed theoretical hypotheses that OAC and BPMM positively impact OR. In addition, the results show that OAC exert a moderating effect on the relationship between BPMM and OR. Practical implications: It is understood that stimulating the practice of data and information analysis in the organizational routine translates into a relevant managerial behavior, as this attitude leverages the knowledge development and understanding about how to manage unexpected risk events, enabling companies to assess their ability to react to disruptions, even in terms of operational failures.