Transforming BHP’s shared services into one global, digital partner
Business Transformation with Signavio
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• In the past, every process at BHP, from producing financial accounts to managing the supply chain process for operations, had been carried out by separate functionally-led shared services teams. Lack of visibility on end-to- end process and interface complexity was ultimately creating inefficiencies and waste, leading to frustration in BHP’s front line Asset operations. • Maximising the effectiveness of connectivity across these end-to-end processes represented a significant transformation of BHP’s operating model, aggregating process activities from finance, human resources, maintenance, inventory and procurement, to marketing, sales and maritime operations.
• $500M in value created from improvements in end to end processes and now tracked in Signavio • 52% improvement to Global Requisition to Onboard for production critical roles
• BHP previously operated a traditional shared- services model, with separate functional shared services teams executing basic transactional processes. Often, value chain processes were not interconnected to enable prioritised outcomes • BHP transformed its shared services model into a single Global Business Services (GBS) operating model to shift focus from efficiency to delivering operational effectiveness with seamless, at scale transformation of its end-to-end processes. SAP and PWC leveraged SAP Signavio solutions to enable their global transformation
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
•
Mining
• In addition to baselining the end-to-end processes using SAP Signavio Process Manager, GBS sought to understand the customer experience, and felt pain points by modelling and establishing the voice of the customer using SAP Signavio Journey Modeler. The end-to-end processes were then diagnosed and analysed (from both top-down, and bottom-up) to uncover improvement opportunities. Process Intelligence was used to investigate, and uncover hidden value, and efficiency gains within the processes. In particular, utilising SAP Signavio Process Intelligence to understand, potential bottlenecks, rework, and impacts of deviation from the process as-designed (modelled), compared to as-executed within core ERP systems.
• Strong collaboration with the Business Consulting Partner in PWC Australia • Executive sponsorship to baseline all processes to bring to best practice • Early engagement of all BHP architecture and Business stakeholders
Region
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Global coverage (APJ HQ)
MP Name
•
Laura Holley
The team involved: ( roles / names) • Laura Holley (MP SAP) • Shaun Ryan (Partner PWC)
Reference: Y/N • N
MP: can people contact you, is the customer willing to do reference calls, etc. Not at current time
56
INTERNAL – SAP and Customers Only
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