Company background and overview
Anbessa City Bus Service Enterprise is the largest City Public Transportation Company in Ethiopia established immediately after the Italian invasion in 1943 by collecting old vehicles and garage equipment from the invader. At the time its name was Public Transport and guided by Italians and other foreigners. In 1952, it was organized in to a share company by getting legal entity from the government. At that particular year the enterprise had only 10 buses to serve the people of Addis Ababa in four routes. In 1956 the enterprise bought 20 Mercedes model buses and increased its routes to 14. The management also shifted from foreigners to Ethiopians in the same. In 1973 the enterprise bought 50 city buses and strengthened its transportation service and in 1974 the enterprise ownership transferred from Share Company to the government (ACBSE, 2013). According to the FDRE Negarit Gazeta proclamation NO. 187/94 the enterprise reorganized by paid up capital of birr 14 million and got its current name Anbassa City Bus Service Enterprise.
Currently, number of residents of Addis Ababa increased tremendously. The city is under a process of huge development and this needs a fast and modern mass transport system. To fulfill this need of transport ACBSE has its own share in the city.
Addis Ababa City Administration (AACA) bought 550 rigid and articulated Bishoftu buses for The enterprise and the enterprise has around 320 functional old DAF buses which are bought before 18 years. By using the aforementioned number of buses the enterprise gives transportation services for more than five hundred twenty thousand people per day through 122 routes in Addis Ababa and its surrounding. To improve its service delivery process, maximizing customers’ Satisfaction and to achieve its strategic plans the Enterprise applied reforms in different times. Business Process Reengineering (BPR) in 2012, Quick Wins in 2013, Balanced Score Card
(BSC) in 2014, and recently Change Army were among the reforms implemented in the enterprise. This study focused on service delivery performance of the enterprise and customers’ satisfaction after the BPR implementation. Most of reform tools except BPR are not fully implemented in all departments (Quick Wins) and they are at introduction phase (BSC and Change Army) in the Enterprise and some are tools used to solve problems at a given time (Quick Wins). For the above stated reasons evaluating result of BPR on service delivery and
Customers’ satisfaction is selected for the study (ACBSE, 2014/15).
