Abstract

In the early 1990’s, the concept of “Business Process Reengineering” (BPR) was first introduced by Michael Hammer and James Champy. Nowadays, many projects aiming a better management focus on better processes, as obtained by reengineering the existing ones, using different techniques. This paper approaches this aspect of the management processes redesign in a field which has been (and still is) highly regulated and ruled by bureaucratic laws: electricity production and distribution. Introducing the corporate management in this field is not always possible but, up to some extent, it is desirable, both because the competition occurred and is growing but also due to the globalization of the energy market. Processes control is necessary for almost all processes run at the level of the energy operators, concerning production, distribution and trading. This paper identifies the most important aspects to be taken into account in order to implement corporate management redesign and especially BPR in the energy sector of Jordan, emphasizing the resemblances and differences between the two cases and offering recommendations for fulfillment of this approach.

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