The document discusses the role of the Business Relationship Manager (BRM) at CHEP and how it facilitates solutions and helps transition IT from a service provider to a strategic partner for the business. It describes how the BRM owns the relationship between IT and business units, understands business strategies, and ensures projects deliver value. It provides examples of how the BRM helped implement an SAP Plant Maintenance system globally and resolve challenges with procurement and customer onboarding.

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Sajit Kalidas
CHEP
Can BRM’s Save the Day?

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

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• 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
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The Challenge
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The Challenge
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The Business
HR
Finance
IT
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing

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The Challenge
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The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing

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The BRM
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The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
The Business
HR
Finance
SupplyChain
Operations
CRM
Sales
Purchasing
Marketing
I T

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• 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 Analyst
System
Analyst
Developer QA
OPP.y IDEA
SCOPING &
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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sajit.kalidas@chep.com
+27 31 267 9300
+27 73 636 4212
www.linkedin.com/in/sajitkalidas
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