SAP SCM Conference 2014

@masteringsap | #scm14 @theeventfulgroup | #scm14

Sajit KalidasCHEP

Can BRM’s Save the Day?


Do you trust your IT department to really deliver value?

How can IT make the transition from being a service provider to the business to being a strategic partner?

Learn about the role of the BRM at CHEP and how it is able to facilitate solutions.

Main Message

Mastering Supply Chain & Procurement with SAP | 2


• The Challenge

• Building the relationship between IT and the Business

• Transitioning IT from provider to strategic partner

• How to bridge the divide between regional and departmental business silos

• Learn lessons from our approach in implementing SAP Plant Maintenance

• Questions

• Key Points to Take Home

What I’ll Cover



• About Me

– 22 years in IT

– Bilingual … speak Business and Nerd

– Not a SAP guru

Introduction & Overview


@masteringsap | #scm14 @theeventfulgroup | #scm14 Mastering Supply Chain & Procurement with SAP | 5

59 CountriesPallets238 million pallets 1000+ locations / service centres 9,450 staff $US3.7b in sales per year Containers14 million containers 174 locations / service centres 795 staff $US0.3b in sales per year RPCs170 million Reusable Plastic Containers (RPCs) 167 locations / service centres 1,026 staff$US0.8b in sales per year


• SAP Instance Facts:

– SAP DB – 14TB / BW DB 6TB …

– Growth at 2.7TB per year SAP / 1.3TB per year BW

– 18000 invoices per month

– 2013 – 110,051,758 txns processed.

– First 6 months of 2014 – 73,387,206

• O&L, P&I, FI/CO, MM, PM, S&F (custom module)

• Every project request has major implications.

CHEP SAP



The Challenge



The Challenge


The Business

HRFinance

IT

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The Challenge


The Business

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The Business

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The Business

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The Business

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The BRM


The Business

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The Business

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The Business

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I T


• Proactive engagement

• Understand Business Strategy

• Focus on solutions rather than technology

• Catch Wasted $$

• Deliver value

• Pipeline management / Intake governance

The Transition to Strategic Partnership



BRM Role in PLC


BRM

Business AnalystSystem Analyst

Developer QA

OPP.y IDEASCOPING &

CONCEPT EXECUTIONPLANNING & DESIGN

Program Manager

IT Strategy Enterprise Architecture

Project Manager

BA

Solution Architect

POST

BRM


• Primary liaison between IT and business partners• Responsible owner for On-boarding of Ideas until start of project

planning & design phase• Normally specialised by mega-process and by region• Thought leader for industry best practice• Provides insights to the business relating to the alignment of

Brambles strategy and the IT strategy• Supports and has input into IT strategy as it supports the overall

business strategy• In collaboration with peers, exploits opportunities to maximise the

scope of project delivery across global business• Ensures that projects align with the technology that best provides

maximum return on investment• Supports sponsors in benefit realisation from delivered projects

BRM Role Definition at CHEP



• World-class IT organizations now deliver services at 22 percent lower cost than typical companies, and operate with 9 percent fewer staff, in part by reducing technology complexity and realigning talent.

– Overall, world-class organizations universally reflect two key IT strategy themes, the research found. They operate with lower technological complexity and are better able to realign technology talent to support business strategy.

Benchmark Research from The Hackett Group, Inc.

• ITIL v3 – recognised role.

Industry Acknowledgement



SAP Plant Maintenance at CHEP



Challenge:

• Global and functional silos

• Stalled implementation in AUS with vocal stakeholders

• ZA business requirement

• Global relevance with reluctant stakeholders

• IT project with business support??

BRM – SAP PM Implementation



• IT BRM took ownership of the project

• Tied implementation to business strategic theme – cost optimisation – built business case

• Engaged with stakeholders from major regions (US, EU, ANZ) to sense appetite

• Formation of global operations council sanctioned by VP SCM chaired by BRM

• Blueprint design document signed off by global stakeholders

BRM – Building Bridges



Other examples of BRM adding value in CHEP

• Procurement BPM

• Customer onboarding

BRM to the Rescue



• IT needs to reinvent itself

• The BRM role is the first step in the right direction

• Understand the business strategy

• Partner with business leadership

• Manage the pipeline into IT

• Deliver real value

• Leverage the cross silo reach of IT.

Key Points to Take Home


@masteringsap | #scm14 @theeventfulgroup | #scm14 Mastering Supply Chain & Procurement with SAP | 20


[email protected]

+27 31 267 9300

+27 73 636 4212

www.linkedin.com/in/sajitkalidas


Documents

SAP SCM Conference 2014