LogiPharma’s Thought Leaders Share Their Greatest Challenges

“Our top challenge is the continued transformation of our supply chains to meet the changing business needs we see in the Pharmaceutical industry as we shift our company strategy to a more specialty care product focus, introduce a broader biologics portfolio and expand our cold chain requirements. The challenge of building flexible and agile supply chains with the capability to manage a more diverse and demanding patient population will be front and center. Finally we are starting to develop an approach to improving end-to-end visibility through the use of ‘control tower’ processes and technology.“ Mark Holder

“Managing the complex outcomes of the political climate affecting some countries in Latin America, in order to provide reliable FG supply on due timelines.“ Luiz Barderini

“Creating cost efficiencies through improved quality of operations, managing compliance with new regulations including serialization requirements, and developing our talent through engagement programs.“ Jaideep Parekh

“Most cost optimization is being driven through implementation of lean business systems; more recently we’ve been looking to improved tools for gaining access to real time manufacturing data to further identify areas for potential optimization across our supply chain.“ Tiffany Cavallaro

“We have been checking for our current footprint and re-distributing products from suppliers closer to consumption points, striving for more cost-effective logistics.“ Luiz Barderini

“The cost optimization of our supply chains have been a focus for a number of years. AstraZeneca has utilized a supply chain “blue print”, effective process definition and governance, organizational alignment, improved visibility and decreased variation to drive increased velocity in our end-to-end supply chains, thus helping to reduce overall cost. The cost reductions come in a few forms; reduced inventory, optimized OEE, streamlined transportation and maximized resource and asset utilization are some examples. This work has allowed us to realize savings, as well as improve our customer service levels. Other major efforts are in the areas of optimization of our supply network footprint globally, as well as structuring effective contracts and supplier relationships with our external suppliers. Finally, we have leveraged a global LEAN effort to improve the efficiency and effectiveness of our plant operations, above site functions and logistics organization.“ Mark Holder

“Supply chains must reassure full cost optimization through a concrete business strategy and alignment between areas, both internal and external. The use of available technology on “internet of the things” must be understood and translated into a more efficient cycle time.“ Luiz Barderini

“We have regional teams that work closely with commercial teams to develop and execute supply chain solutions that reach to our customer base and improve the customer experience.“ Tiffany Cavallaro

“One of our core AstraZeneca Values is putting our patients first in how we operate as a science lead company. In Global Supply Chain we envision this as a patient at the end of every supply chain. We work to ensure that everywhere we have a patients, commercialize our products we have the ability to supply these patients every time. Capturing and celebrating this aspect of WHY we exist as a supply chain organization helps ensure we make decisions and choices that are in the best interest of our patients to the extent we can do that while meeting our company strategy in a cost effective and efficient way. The better we can deliver on our transformation as described in question one and continue to drive optimization as described in question two, will position our supply chain outcomes to support value based care.“ Mark Holder