Knowledge and the handling of Knowledge in a wide range becoming more and more a significant role in our society and companies. In the economy, knowledge has become a serious competition factor which is influenced by everyone (Guretzky, 2000). Due to these developments, question about the management of this “knowledge capital” have to be answered by Business strategy considerations. Because of the demographic change, companies suspect more and more competitive disadvantages because of the leave of experienced colleagues and knowledge drain (Hommel, 2015). Therefore, the organization of the handover to a successor can save expensive training time and keep the company specific and general knowledge within the organization. In addition, Knowledge Management (KM) can be described as the discipline of exploiting information, people, processes, mindset and collective experience, that will support or lead to the development of new skills, innovation and understanding which turn improves business output or business requirement (Zhu, 2015). From this KM can be understand as type of Business Process Management with specific relations. In times of digitalization, information and communication technology, in particular, the Internet, provides the global technical infrastructure because of which a fundamental new value-added system based on the exchange of information and knowledge is created (Guretzky, 2000). This systematic increase in productivity in “knowledge production” becomes a challenge for the business and developed industries in general to handle and save Knowledge to operate and improve their processes in the best way, to know and satisfy customer requirements and to be competitive at the market (Guretzky, 2000). This paper analyzes the Knowledge Management to support Business Process Management (BPM) in times of digitalization (started from the consideration of (Ternai, 2014)). Therefore, the core terms will be defined to set a mutual understanding by the different literature definitions. Next to theoretical analysis, practical BPM-Trends will be considered as well as proposed methodology that connect KM processes with BPM. To underline the theoretical study’s a specific survey will executed. The outcome of this paper will be an approach for the business to understand better, how KM supports BPM in an optimal way.