SAP SCM Conference 2014
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Transcript of SAP SCM Conference 2014
@masteringsap | #scm14 @theeventfulgroup | #scm14
Sajit KalidasCHEP
Can BRM’s Save the Day?
@masteringsap | #scm14 @theeventfulgroup | #scm14
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
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• 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
Mastering Supply Chain & Procurement with SAP | 3
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• About Me
– 22 years in IT
– Bilingual … speak Business and Nerd
– Not a SAP guru
Introduction & Overview
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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
@masteringsap | #scm14 @theeventfulgroup | #scm14
• 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
Mastering Supply Chain & Procurement with SAP | 6
@masteringsap | #scm14 @theeventfulgroup | #scm14
The Challenge
Mastering Supply Chain & Procurement with SAP | 7
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The Challenge
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The Business
HRFinance
IT
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
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asin
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Mar
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@masteringsap | #scm14 @theeventfulgroup | #scm14
The Challenge
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The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
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@masteringsap | #scm14 @theeventfulgroup | #scm14
The BRM
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The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
ng
The Business
HRFinance
Sup
ply
Ch
ain
Op
erat
ion
s
CR
M
Sale
s
Pu
rch
asin
g
Mar
keti
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I T
@masteringsap | #scm14 @theeventfulgroup | #scm14
• Proactive engagement
• Understand Business Strategy
• Focus on solutions rather than technology
• Catch Wasted $$
• Deliver value
• Pipeline management / Intake governance
The Transition to Strategic Partnership
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BRM Role in PLC
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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
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• 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
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• 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
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SAP Plant Maintenance at CHEP
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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
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• 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
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Other examples of BRM adding value in CHEP
• Procurement BPM
• Customer onboarding
BRM to the Rescue
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• 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
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@masteringsap | #scm14 @theeventfulgroup | #scm14
+27 31 267 9300
+27 73 636 4212
www.linkedin.com/in/sajitkalidas
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