Examining and analyzing a new model of correlation between implementing strategic planning, business process re-engineering, enterprise resource planning, and output of organization (performance measurement) in pioneer industries of Iran

Nowadays, organizations in rival space need to handle their resources by a productive and integrative system to rich variety and more quality and speedy in product and service's delivery. One of the best methods that gain this goal isenterprise resource planning (ERP) software solution. Doing performance measurement, efficiency and effectiveness of implemented system is catchable. Most critical factors that affect reaching ERP goals are strategic planning and top management supporting and believing themselves on projects. This manuscript studies business process reengineering (BPR) according to best practices of proportional ERP solution and prevents wasting the capital and inefficient using of the system. This paper, considering research method, posits that when both projects are supported with a correct strategic plan and management, there is a high correlation between positive result in company's performance measurement and their execution method. This new model confirmed by amount of literatures and develops a new contingency diagram about the sequence of BPR and ERP projects. Correlation was tested by factor analysis in Lisrel 8.3 and statistics population of three pioneer companies of Iran as a kind of mass-continuous producer.   Key words: Strategic planning, enterprise resources planning, business process reengineering, performance measurement, contingency theory.