Delivery delay
Customers complain that fuel does not arrive on time.
MIS4114-3 · Business Modeling
Redesigning the Process of Gasoline Supply to Gas Stations
A Business Process Reengineering study focused on improving the efficiency and effectiveness of gasoline transportation, unloading, safety, and truck return.
Institution
King Khalid University
Department
Business Informatics
Semester
Spring · S2 · 462
01 / Case for action
Why the delivery process must change
Current pressure
Transporting gasoline to stations has become expensive and difficult, while customers report late fuel arrival.
Vision statement
“To become the best supplier of gasoline in the region, we must first improve efficiency and then develop the transportation process.”
01
Select
Identify the gasoline delivery process and locate trouble stages.
02
Understand
Study documents, stakeholders, delivery times, inventory, and demand.
03
Redesign
Apply documented people, vehicle, support, scheduling, and safety enablers.
02 / Process identification
The current gasoline delivery process
The source identifies five connected stages. P3 and P4 are explicitly marked as the processes in trouble.
P1
Set a schedule and route for each truck.
03 / Documented problems
Bottlenecks concentrate on the road and at the station
Road conditions
Potholes and diversions obstruct trucks during travel.
Congestion
Road congestion delays trucks; city entry and exit times require attention.
Breakdowns
A truck may break down during transportation, requiring rapid support.
Unloading safety
Customers must be cleared and safety guidance provided before unloading.
Fire risk
The unloading process requires newer fire-safety tools and equipment.
04 / Management commitment
Approval requested before problems escalate
The project asks management to approve three immediate solutions: newer trucks, new safety equipment, and a backup truck.
Newer trucks
Bring newer trucks and sell older ones.
Safety equipment
Provide new equipment for safer operation.
Backup truck
Deploy support when a sudden problem occurs.
Documented cost table
Trucks100,000
Equipment10,000
Other5,000
Ad.20,000
The source’s total is ambiguous, so it is not recalculated here.
05 / Evaluation of design enablers
Technology and support targeted at documented failures
Modern trucks
Trucks with fire alarms; newer vehicles are also proposed for the unloading process.
Roadside support
Modern communication devices, a support truck, spare parts at headquarters, and rapid-response teams.
City scheduling
Software to schedule truck entry and exit times in cities to reduce congestion.
Station prediction
Predictive devices at stations to avoid congestion and long waits.
Safety tools
New equipment and tools for protection from fires.
06 / Acquiring process understanding
Study the supply chain before redesigning it
Evidence gathering
Collect contracts, supply agreements, and delivery schedules.
Interview stakeholders about their experiences and challenges.
Focus on delivery times, inventory management, and demand forecasting.
Use surveys and interviews to understand needs, experiences, motivations, and challenges.
Stakeholders and segments
Suppliers
Stakeholder
Distributors
Stakeholder
Gas station operators
Stakeholder
Regulatory bodies
Stakeholder
Individual consumers
Customer segment
Businesses
Customer segment
Fleet operators
Customer segment
07 / Creative process design
A coordinated proposal for people, trucks, plans, and support
01
Develop drivers’ skill, time commitment, and ability to solve transport problems quickly.
02
Replace older trucks with modern, larger trucks that consume less gasoline.
03
Prepare plans for each truck so it reaches the appropriate place with fewer problems.
04
Place a communication device in each truck for support during difficult problems.
05
Prepare support teams for rapid arrival when problems occur.
08 / Process flowchart
From route assignment to the next trip
Select a step to review its role. Decision branches preserve the cleanliness and fuel-availability checks shown in the source flowchart.
Decision: clean?Decision: fuel available?
09 / Main activity chart
Delivering fuel process
Date in source: 09-04-2025. Time units and value classifications are not specified in the document.
| No. | Description | Time | Value code | Symbols shown |
|---|---|---|---|---|
| 01 | Set a schedule for each truck | 12 | Not classified | ○ □ → D ∇ |
| 02 | Make sure the truck is clean | 20 | Not classified | ○ □ → D ∇ |
| 03 | Filling the truck with gasoline | 16 | Not classified | ○ □ → D ∇ |
| 04 | Identity verification | 6 | Not classified | ○ □ → D ∇ |
| 05 | Arrival time | 30 | Not classified | ○ □ → D ∇ |
| 06 | Packing equipment | 8 | Not classified | ○ □ → D ∇ |
| 07 | Filling tanks with fuel | 28 | Not classified | ○ □ → D ∇ |
| 08 | Return trucks | 30 | Not classified | ○ □ → D ∇ |
| 09 | Ensure the safety of the truck | 5 | Not classified | ○ □ → D ∇ |
○ Operation□ Inspection→ TransportD Delay∇ Storage
10 / Before vs. proposed
Each proposal answers a documented process issue
Current process
Proposed response
1Older trucks and repeated transport disruption
Bring newer trucks and sell older ones; use larger, more fuel-efficient trucks.
2Breakdowns during the road stage
Deploy a backup truck, keep spare parts at headquarters, and prepare rapid support teams.
3Congestion, traffic delays, and long waits
Schedule city entry and exit times and use the documented station prediction devices.
4Difficulty communicating when problems occur
Equip trucks with modern communication devices for roadside assistance.
5Safety risk while fuel is unloaded
Use fire alarms, new safety equipment, guidance signs, emergency procedures, and clear customers from the area.
6Driver performance and time commitment
Develop truck workers’ driving, time commitment, and rapid problem-solving capabilities.
11 / Project conclusion
Improve the company’s position through a safer, better-supported process
“If these solutions are activated, the company’s position will be improved for the better.”
The redesign joins driver development, modern trucks, route planning, roadside support, city scheduling, station preparation, and fire safety around the two trouble stages: road travel and fuel unloading.