[dt_sc_tab title=”Global Packaging Design Capability Strategy Development”]
• Full understanding of the complex current situation
• Future state operating model, including a global service center network
• IT architecture to support the new operations
• Change programme design to deliver the new capabilities
• Buy-in from more than 300 stakeholders across the world to the recommendations[dt_sc_hr_invisible_small]
[dt_sc_tab title=”Serialization Strategy Development”]
• An understanding of the disparate activities that had been going on in the company.
• Future state operating model, including regulatory tracking, standards development involvement, project and programme initiation and execution capability.
• IT architecture to support the new operations.
• New serialization management organisation design.
• New serialization governance model.
• Pilot projects.
• Plan to implement the above.
• Buy in from more than 100 stakeholders to the recommendations.
[dt_sc_tab title=”Solid Dose Packaging Strategy”]
Solid Dose Packaging Strategy
Top 5 Global Pharma business.
The company had a global network of solid dose formulation and packaging sites. The majority of these sites supplied a small number of brands on a global basis. This network design was creating a number of inefficiencies:
- Packaging capacity was not optimised.
- Component formats and sizes were locally defined.
- Regional legislation (e.g. Braille) impacted the global supply network.
- Best practice was not being shared.
- Equipment design and sourcing was undertaken locally.
- Product was distributed globally to local in-country warehouses, resulting in high working capital and shipping costs.
How We Helped
Members of our team led the development of a global solid dose supply strategy leading to a move to regional packaging and distribution hubs. In this we:
- Mapped the existing supply chain and portfolio to determine product flows, volumes and costs.
- Defined and evaluated to-be network options.
- Led the assessment of suitable hub locations.
- Designed and sized the packaging and warehouse operations in each hub.
- Reviewed and rationalised the product and component portfolios.
- Defined the business case and facilitated approval.
- Transitioned the programme into implementation.
Gained approval for a GBP50m rationalisation of packaging locations and supply chain, refocusing to a regional packaging model, including:
- Development of new packaging processes, organisational model and capabilities to achieve industry best-practice KPIs whilst ensuring compliance to legislative trends.
- Standardisation of packaging equipment (50% reduction), components (75% reduction) and SKUs (40% reduction).
- Simplification of downstream supply chains through a multi-market warehouse model.