基于规则的工作流系统在流程管理中的应用与研究

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摘要

由于全球化竞争趋势的深入，公司正开始建立工作流系统用以提高流程管理

效率和降低成本来最终最大化公司利润并且获得市场竞争力。工作流系统能够自

动化或者半自动化执行业务流程，信息，文档以及工作任务因此能够从一个参与

者传递到另外一个参与者。

然而，当前公司的业务规则都变的越来越复杂和多变。这在那些具有复杂多

变的业务规则，并且致力于业务流程管理的供应链公司身上体现的尤为突出。当

业务需求与规则发生改变后，传统的工作流系统不能灵活地改变自身的系统。他

们没有针对业务规则来设计工作流系统，因此系统呈现出静态以及不灵活的特点。

在本文的研究中，作者针对两家跨国供应链巨头进行了采访，他们是法国家

乐福亚洲全球采购部以及英国乐购公司的全球采购部，两家公司都位于上海。作

者希望通过采访来了解两家公司的业务流程以及业务流程管理中的问题。此外，

作者还讨论了公司管理业务规则的重要性以及如何建立规则库，并且探讨了基于

规则的工作流系统框架的构想以及工作流引擎和规则引擎之间应该如何协同地进

行工作。基于规则的工作流系统可以有效地解决传统工作流不灵活的问题，并且

公司内不同的部门，如业务流程管理部门，业务规则管理部门以及工作流开发团

队如何在系统开发以及维护中能各司其职且高效地工作。

本文作者通过微软公司的工作流开发组件（Microsoft Workflow Foundation）

开发出了针对业务流程管理的基于规则的工作流系统原型。此系统是基于之前调

查的家乐福全球采购部供应链业务流程再造后的业务流程进行建模并且开发的。

在原型系统中，作者建立了规则库并且成功地将业务规则与工作流系统代码分离

开，在系统运行中普通的业务流程管理人员就能通过界面来进行静态以及动态的

业务流程规则的修改。此文为那些具有复杂流程并且多变的业务规则的供应链公

司进行业务流程管理提供了参考。最后作者还为未来相关领域进一步的研究提供

了一些建议。

关键词:基于规则的工作流系统业务流程管理业务规则供应链管理

Abstract

Since the global competition is becoming increasingly severe, the organizations are

establishing workflow system to improve the efficiency and lower the cost to maximize

the profit and gain market competitiveness. The workflow system can total or semi -

automate the business processes during which the information, documents and tasks can

be passed from one participant to another for action.

However, the trends of business rules are becoming increasingly complicated and

dynamic. This is especially significant for the supply chain companies that are facing

the volatile business rules to manage business processes. The traditional workflow

systems do not provide the agility to easily change the system when the business

requirements changed. They tend to be ‘static’ and ‘in-agility’ without specifically

focusing on business rules in design. The business rules are embedded in the

programming codes and it is difficult for the system developers to update. The

traditional workflow systems cannot handle dynamic changes in business process and

especially the business rules; the system developer cannot clearly understand the

business rules; the system developer are doing the tasks which are supposed to be done

by business process team and business rules management team; the system is lacking

the design for both static and dynamic update after operations.

In the paper, the author conducted the interviews of two multinational supply chain

companies, so as to understand the business processes and problems of the business

process management of them. Moreover, the author discussed the essentiality to manage

the business rules in the company and the steps to establish the rule base. The author

also suggested the rule-based workflow system framework and how workflow and rule

engine can coordinate to each other. The Rule-based workflow system addresses

problems of ‘static and in-agility’ and different teams within the company can allocate

their tasks in high efficiency and undertake independently during the system

development and maintenance. It can reduce the cost of system maintenance and help

the business process manager to handle more tasks at the same time.

Eventually, the author developed the rule–based workflow system for business

process management (RWSBPM) based on Carrefour company’s reengineered business

processes through Microsoft Workflow Foundation. In the prototype, the author

successfully separated the business rules from the programming codes and thus the

ordinary employees can modify the business rules through web browsers in both static

and dynamic way. The paper provides the references for business process teams,

especially those within the supply chain companies that own complex business

processes and volatile business rules. They can implement the ideas of the rule-based

workflow framework and system suggested by the author in order to enhance the market

competitiveness and reduce the system maintenance cost. The paper also provides the

references for future rule-based workflow system development. The business process

management can be better implemented and documented. More importantly, they can

thus focus on the business rules which are the intangible but critical resources of the

company. Further researches have also been suggested, such as a universal standard of

rule base could be established.

Key Words: Rule-based Workflow System, Supply Chain Management,

Business Rule, Process Management

Contents

中文摘要

ABSTRACT

Chapter One Introduction .............................................. 1

§1.1 Background ................................................... 1

§1.1.1 Background Information of Workflow and Workflow System ........ 1

§1.1.2 Background Information of Business Process Management .......... 2

§1.2 Problem Description ............................................ 2

§1.3 Research Questions ............................................. 3

§1.4 Research Approaches and Contributions .............................3

§1.5 Summary of Previous Researches .................................. 5

§1.6 Outline ....................................................... 7

Chapter Two Rule-based Workflow System ................................7

§2.1 Business rule .................................................. 7

§2.1.1 Why it is essential to manage the business rules ................... 9

§2.2 Workflow Engine ............................................. 10

§2.3 Rule Engine .................................................. 12

§2.3.1 Forward Chaining Algorithm ................................. 14

§2.3.1.1 Rete Algorism ......................................... 16

§3.3.1.2 WF Algorism .......................................... 17

§2.4 Rule Base ....................................................19

§2.4.1 Rule Acquisition ...........................................20

§2.4.2 Rule Analysis ............................................. 22

§2.4.3 Rule Language Definition ................................... 23

§2.4.4 Rule Base Establishment .................................... 24

§2.4.5 Rule Maintenance ..........................................24

§2.5 Rule-based Workflow System Model .............................. 25

§2.5.1 System Architecture ........................................ 25

§2.5.2 Dynamic Modification Strategy ............................... 27

Chapter Three Application of Rule-based Workflow System in Supply Chain

Business Process Management ........................................... 29

§3.1 Establish Rule base ............................................ 30

§3.1.1 Findings and Problem Discussion ............................. 31

§3.1.2 Business Processes of the Company ............................33

§3.1.3 Rule sets ................................................. 35

§3.1.4 Rule base ................................................ 40

§3.2 Workflow Modeling of Carrefour GSA ............................ 43

§3.2.1 Modeling Approach ........................................ 43

§3.2.2 Petri net modeling ..........................................43

§3.3 Business Process Reengineering .................................. 48

§3.4 Prototype Design .............................................. 52

§3.4.1 System Development Environment and tools .................... 52

§3.4.2 Internet Structure .......................................... 55

§3.4.3 System Structure ...........................................56

§3.4.4 Functional Diagram ........................................ 58

§3.4.5 Workflow Process Design ................................... 59

§3.4.6 Database Design ........................................... 63

§3.4.7 System Service ............................................ 67

§3.4.8 Rule Management Module ................................... 68

§3.4.8.1 Static Rule Modification ................................. 68

§3.4.8.2 Dynamic Rule Modification .............................. 69

§3.4.9 System Simulation ......................................... 72

§3.5 Rational of Using Rule-based Workflow System in SCM .............. 76

§3.6 Summary .................................................... 77

Chapter Four Conclusions ............................................. 78

§4.1 Summary of the Paper .......................................... 78

§4.2 Discussion ................................................... 79

§4.3 Future Researches ............................................. 81

References ......................................................... 83

Publications ........................................................ 87

Acknowledgements .................................................. 88

Chapter One Introduction

§1.1 Background

§1.1.1BackgroundInformationofWorkflowandWorkflowSystem

Workflow is a broad concept, which refers to a series of steps that involves

decisions and rules to accomplish a certain task. A single example of workflow is

ordering the dishes at the restaurant by a customer. A customer first checks the menu,

then orders the meal he wants, the waiter takes down the order and sends to the chef.

The chef checks whether the stock meets the requirement to make the dishes what the

customer orders. If so, he will start making the dishes. Otherwise, he will tell the waiter

to modify the order. After the dishes were done, it will be served to the customer.

‘Workflow’ stems from the fields of manufacture and office automation, which a

series of procedures or tasks need to be done one step after another or the documents

need to pass from one place to the other for review or approval. Workflow Management

Coalition defines workflow as “The automation of a business process, in whole or part,

during which documents, information or tasks are passed from one participant to

another for action, according to a set of procedural rules.” Furthermore, they define a

workflow management system as “A system that defines, creates and manages the

execution of workflows through the use of software, running on one or more workflow

engines, which is able to interpret the process definition, interact with workflow

participants and, where required, invoke the use of IT tools and applications.” (Kappel

et al. 1995, p. 11)[1] discussed that workflow management systems (WFMS) had been

introduced to design, execution and monitoring of business processes.

The market competition is becoming increasingly severe. The organizations are

establishing information system to improve the efficiency and lower the cost to

maximize the profit and gain market competitiveness. But the traditional information

systems are lacking effective mechanism and design to handle complex business

processes which involve interactions between several users. The management of

business processes of these information systems is still ‘manually’ instead of

‘automatically or semi-automatically’. Under such circumstances, the companies

especially those strongly rely on good business process management are starting to

introduce workflow management system to manage and monitor their business

processes.

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摘要：

摘要由于全球化竞争趋势的深入，公司正开始建立工作流系统用以提高流程管理效率和降低成本来最终最大化公司利润并且获得市场竞争力。工作流系统能够自动化或者半自动化执行业务流程，信息，文档以及工作任务因此能够从一个参与者传递到另外一个参与者。然而，当前公司的业务规则都变的越来越复杂和多变。这在那些具有复杂多变的业务规则，并且致力于业务流程管理的供应链公司身上体现的尤为突出。当业务需求与规则发生改变后，传统的工作流系统不能灵活地改变自身的系统。他们没有针对业务规则来设计工作流系统，因此系统呈现出静态以及不灵活的特点。在本文的研究中，作者针对两家跨国供应链巨头进行了采访，他们是法国家乐福亚洲全球采购部以及...

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