I recommend this book as a kind of "recipe" book with a template of  business problems that has already been tackled through a systems dynamics approach:

http://www.amazon.com/Business-Dynamics-Systems-Thinking-Modeling/dp/007238915X

By John Sterman  who is currently Jay.W. Forrester Professor at MIT

Thanks Shian-loong for the reference.

Please have a look at http://cases.systemdynamics.org/. These cases may be of some help. In addition the System Dynamics Society has a bibliography at http://www.systemdynamics.org/bibliography/

Can be an interesting new direction identification of business processes

http://www.maik.rssi.ru/cgi-perl/search.pl?type=abstract&name=compsys&number=2&year=3&page=244

http://www.maik.rssi.ru/contents/compsys/compsys2_3v42cont.htm

http://link.springer.com/article/10.1007/s11018-014-0422-3

Thanks for the references. It would be really reat if somebody shares a case study.

System dynamics could estimate the trend of the variables . therefore while you designing any system you must know the  future trend or using system dynamics you can analyze cause and effect of design parameters

for more reference you can see the system dynamics projects on process improvements on MIT OCW School of management courses on system dynamics..

The main point is that systems dynamics is fundamentally about stocks and flows, often with delays.  Stocks are basically like bath tubs that fill up and drain due to flows.  The bath tubs can be full of tangible, countable variables, such as inventories, staff members, or customers.   They also can be intangible variables, such as feelings, propensities, etc. Flows are calculated based on formulas that involve other variables in a systems dynamics model.  The interesting issue with these models is how delays make it very difficult control the behavior of systems of stocks and flows.

Typical process modeling (e.g., flow charts, swimlane diagrams, BPM, UML, BPMN, etc. is not about stocks and flows.  If you want to do typical process modeling, start with typical process modeling techniques.   If you want to do an analysis of the possible impacts of a range of decision rules, etc, it may be very useful to create a systems dynamics model.  But if you do that, be prepared to spend a lot of time trying to calibrate the model and make sense of the results. 

The process perspective and the systems perspective are very different. System dynamics modelling is appropriate for situations that are too complex and too dynamic to model as processes. Nevertheless, there have been some papers that attempt to apply system dynamics in BPR, e.g. Ashayeri, J., R. Keij, and A. Bröker. "Global business process re-engineering: a system dynamics-based approach." International Journal of Operations & Production Management 18.9/10 (1998): 817-831.

http://www.emeraldinsight.com/doi/full/10.1108/01443579810225478

I re command this book "System Dynamics A Practical approach for Managerial Problems" by SUSHIL (Centre for Management Studies IIT Delhi) Wiley Eastern Limited  

The  following refereed articles may be of use in solving your problem?

Hall, R. I. and W. .B. Menzies "A Corporate System Model of a Sports Club: using simulation as an aid to policy making in a crisis", Management Science, 29: pp. 52-64, 1983. (Received Honorable Mention in the International Prize Competition of the The Institute of Management Science, College on Organization, 1983.).                                

Hall, R. I, R. W. Aitchison and W. I. Kocay, “Causal Policy Maps of Managers: formal methods for elicitation and analysis”, System Dynamics Review, 10, 4: pp. 337-360, 1994. 

Roos, Leslie L. and R. I. Hall, "Influence Diagrams and Organizational Power." Admin. Science Quarterly, 25, 11: pp. 57-71, 1980. ( a study of decision making in a hospital)