A stumble at any point in the supply chain lifecycle could result in a deterioration of shareholder value and damage to the brand.
For decades, a global pharmaceutical company helped improve the health and well-being of people around the world.
The company had a strong track record of sales growth across multiple product lines, and had expanded its reach into emerging markets.
But a series of converging events had created immense challenges for the company. The economic downturn, increased competition and the pending "patent expiration cliff" were putting immense pressure on the bottom line.
The company's operating executives were playing a growing role in the business' strategy of reducing manufacturing and overall supply chain costs. The operating leadership team redesigned the company's model to align its strategies with corporate goals for growth and competitive advantage.
It worked to standardize roles, processes and controls to maximize efficiency. The desired goal is greater leverage of scale, increased visibility of inventory to more optimally align product supply with customer demand, and increased end-to-end transparency.
Our series, 5: insights for executives, explores the questions:
| The answers in the issue are supplied by:|
| ||Brian Meadows |
+1 703 747 0681
| ||Bradley Newman |
Partner — Americas
Chain & Operations
+1 312 879 4083