Creating a High Performance Operational Environment to realise measurable performance
Senior Business Development Manager, Every Angle
Introduction to SCM Survey in the European Life Science Industry: The major need for improvement in capacity planning and how to enhance application management optimising local and off-site resources.
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Lars Junker
SCM Solution Manager, NNIT A/S
Lars Junker has been working with SCM and planning tools since 1997. His background is an Engineer within production and logistics. For more than 10 years he held the position as SCM Solution Adviser at SAP Nordic. The resent years Lars has focused on developing support offering around implementation and maintenance of advanced planning processes and solutions in NNIT.
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- The difference supply chain can have on mitigating the increased pressure on gross margin
- Product portfolio
- Trimming the fat – where can efficiencies be derived and making the same for less
- Working together with sales and marketing organisations to prune unnecessary SKUs
- Network design
- Segmentation of product portfolios to protect and maximise profitability
- How can we best serve specific markets and regions
- Planning the supply chain
- To what extent do we over-engineer – the need to reduce complexity to drive efficiency
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James Hood
SVP Global Business Programme Owner, Mylan
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Stephan Gotthardt
Corporate Vice President Supply Chain Management, Boehringer Ingelheim
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- Driving a planning system robust enough to drive growth and increase service levels
- Major areas of focus: driving the right decision
processes - Driving the right, robust forecast
- Measuring for success – measuring the right, reliable KPIs necessary to support the process
- Balancing demand ranges with supply
- Creating value for the end customer
- Establishing the right culture of openness
- Mobilizing enthusiasm for the initiative within the organization
- Gaining world-wide logistics and distribution visibility
- Changing the paradigm in identifying the cost drivers for warehousing and transportation
- Driving collaboration in implementing the preferred strategy
- Key challenges to overcome
- Finding the right partners
- Finding the right balance between central and local decision making
- Searching for a harmonised system integration
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Herve Udriot
Global VP, Supply Chain, Ferring Pharmaceuticals
Hervé Udriot is Ferring's VP Global Supply Chain since 2008. A PhD in Chemical Engineering and Biotechnology, he has worked in Manufacturing and Supply Chain roles during a 20 year career in the Pharmaceutical and Chemical industry, including site management at companies such as Novartis and Huntsman. At Ferring, he is in charge of Procurement and Supply Chain management, and he has responsibility [read more]
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"Think Tank: Benchmark & Strategize" - A tailor-made discussion forum exclusive for senior supply chain VPs
14.00 - 15.15 Session run under Chatham House Rules and limited only to senior supply chain leaders from Pharma, Generics and Biotech organisations. Points for discussion and debate: - Creative means of containing costs in the absence of economic growth coupled with inflation. How can we become more efficient, leaner, and more productive without hurting our future opportunities for growth?
- Where the supply chain sits within the organisational value chain and movement towards a strategic, value creating lever. Just how important is having supply chain initiatives being driven from the top down?
- The growing importance of a global footprint in determining profitability and value creation. How can we balance the ever increasing supply chain complexity with the need to agility, flexibility, profitability and patient focus? How can we address the rapidly evolving emerging market needs and volatility?
- How do we find and develop the supply chain talent we need to integrate the three supply chain dimensions operating in most companies (information, product, and financial)? How can people be prepared to run all three of these in a synchronised way? How can we prepare people to understand the broad disciplines of supply chain management?
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- Significantly and sustainably reduce working capital and costs to release capital for new products
- Designing the ideal inventory target
- Manufacturing constraints
- Demand visibility
- Capitalising on VMI and CPFR tools and methodologies
- Effective utilisation of the available data to support forecasting
- Ensuring and developing an end to end visibility
- Value stream mapping – where are we now and where are the areas that we can improve
- Setting the right processes to assist product managers
- Focusing in on variation, not just averages
- People power – ensuring the engagement and buy-in of all necessary stakeholders all the way down the value chain
- Introducing standard processes across the supply chain and the tool-kit necessary to facilitate optimisation
Reserved for partner
A case study-led breakout session showing how Crimson & Co’s powerful scprime® benchmarking approach, backed up by real, deep expertise, is used to rapidly generate large and sustainable benefits for low investment, including increased capacity, improved standards, greater responsiveness and reduced working capital.
Based around work at one of Merck’s major continental Europe distribution centres, and with a case study presented by Paul Rice, Merck’s Executive Director of Logistics Operations for EMEA, this workshop will cover ways of dealing with some of the major issues faced by pharma companies, including: making mergers work in practice; dealing with scale and complexity; improving process efficiencies and operational compliance whilst working with the unions; the need for flexibility and responsiveness; and, the need to optimise flow and capacity.
Attendees will gain an insight into how these challenges have been tackled in practice, both at a pharma major and elsewhere, with frank views on the key determinants of success.
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Paul Rice
Executive Director, Logistics Operations, EMEA, Merck & Co, Inc
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Continued: "Think Tank: Benchmark & Strategize" - A tailor-made discussion forum exclusive for senior supply chain VPs
14.00 - 15.15 Session run under Chatham House Rules and limited only to senior supply chain leaders from Pharma, Generics and Biotech organisations. Points for discussion and debate: - Creative means of containing costs in the absence of economic growth coupled with inflation. How can we become more efficient, leaner, and more productive without hurting our future opportunities for growth?
- Where the supply chain sits within the organisational value chain and movement towards a strategic, value creating lever. Just how important is having supply chain initiatives being driven from the top down?
- The growing importance of a global footprint in determining profitability and value creation. How can we balance the ever increasing supply chain complexity with the need to agility, flexibility, profitability and patient focus? How can we address the rapidly evolving emerging market needs and volatility?
- How do we find and develop the supply chain talent we need to integrate the three supply chain dimensions operating in most companies (information, product, and financial)? How can people be prepared to run all three of these in a synchronised way? How can we prepare people to understand the broad disciplines of supply chain management?
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Afternoon coffee and networking
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Pharma 2020 interactive voting session: Assessing the pharma supply chain scorecard – how we perform vs. other industries and removing the roadblocks to an agile, efficient supply chain- Progress towards a truly end-to-end value chain focus
- What will your supply look like in the future?
- Delegation of manufacturing and distribution
- Building a service-orientated supply chain
- Low-cost, high volumes
- Value-driven supply chains combined with satellite services
- The extent to which the supply chain is expected to fragment and the segment optimisation necessary to drive profitability
- No risk, no reward - attitudes to risk in the supply chain
- What level of outsourcing is appropriate?
- Supply chain resilience
- What differentiates supply chain leaders?
- Resilience in the face of volatility and risk
- Setting the strategy rather than following the lead of other industries
- Collaboration to enhance worldwide visibility
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- Project background and key drivers
- What were the project requirements and outcomes sought?
- The importance of IT in the project for ensuring a seamless supply chain.
- Exploring the “dos and don’ts”: what makes for a resounding success?
- The key lessons learned: mitigating the risks in order to optimise the solution
Senior Representative, ViroPharma Senior Representative, Alloga Europe
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Table 1:
Segmentation and planning strategies
Andy Evans, Head of Global Supply Chain Planning, AstraZeneca
Table 2:
Developing an effective, robust and tested business continuity programme to ensure supply chain integrity
Frank Binder, Senior Director International Logistics & Supply Chain, Celgene
Table 3:
Post M&A supply chain and distribution network integration: Discovering and addressing the points of pain
Christoph Feldmann, Senior Director - Supply Chain Leader Alliance, Pfizer Global Logistics & Supply
Table 4:
Establishing a global network of demand and supply
James Hood, SVP Global Business Programme Owner, Mylan
Table 5:
Identifying and overcoming issues facing logistics in challenging markets
Leif Kronkvist, Senior VP Marketing & Sales, Agility Logistics
Table 6:
Organising for the future: How do you cope with rapid change and what are the organisational consequences around this
Richard Holmes, Partner, Lodestone Management Consultants
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James Hood
SVP Global Business Programme Owner, Mylan
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Andy Evans
Head of Global Supply Chain Planning, AstraZeneca
Andy has worked in AZ for 22 years (through ICI, Zeneca and then AstraZeneca) joining originally as a Chemical Engineer and have worked across all parts of the supply chain. In my early career I held a variety of Engineering and Production Management roles which included working in France More recent roles have including Global Supply Chain Manager, Engineering Manager for an API site undergoing m [read more]
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Christoph Feldmann
Senior Director - Supply Chain Leader Alliance, Pfizer
Christoph is responsible for the strategic business support, the strategic planning and the strategic projects within logistics, distribution and supply for all Pfizer businesses in Europe, the Middle East and Africa. An important part of his role is the EMEA-wide coordination of the conception, planning and implementation of innovative distribution models and network concepts, such as new distrib [read more]
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Frank Binder
Senior Director International Logistics & Supply Chain, Celgene
Frank Binder is Director, International Logistics and Supply Chain, at Celgene, based in Switzerland. Currently his main task is expanding and managing Celgene’s international pharmaceutical logistics setup, optimizing the European distribution network while building a new distribution network across Asia. He is guided by his team’s mission statement : “Products to the Patients – Every Time, On Ti [read more]
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Leif Kronkvist
Business Development Vice President, Agility Logistics
Leif Kronkvist is the senior vice president of business development for GIL Europe and Area West. Mr. Kronkvist is responsible for business development and customer relationship management in Europe. He is also responsible for the development of trade lanes to Asia, North America, Europe and the Middle East. Mr. Kronkvist brings extensive regional experience with his previous role as lead for Agil [read more]
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Richard Holmes
Partner, Lodestone Management Consultants
Richard’s career has focused on global supply chain management for over 28 years, encompassing Life Sciences, Chemicals and Consumer Goods industries. A qualified Chemical Engineer, his early career was spent with the ICI Group of Companies where he fulfilled a wide range of roles including plant management, process engineering, operations excellence and strategic sourcing. In 1996, he joined the [read more]
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Key findings, reflections and take-home messages
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Chairperson's closing remarks
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At the end of a thought provoking and busy day, take the chance to catch up with acquaintances and make new contacts at the LogiPharma Gala Dinner.
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