Victoria Wilmore

From geopolitical disruption and climate risk to demand volatility and therapeutic complexity, today’s pharmaceutical supply chains are being stress-tested in ways few organizations were designed to handle. For large, global manufacturers, resilience is no longer a contingency plan, it is a core leadership mandate. Panelists will share how their organization is strengthening resilience across a complex, global network and moving beyond reactive risk management toward proactive preparedness. The conversation will explore how leaders are identifying vulnerabilities, building flexibility into operating models, and making deliberate trade-offs between efficiency, redundancy, and responsiveness to ensure continuity of supply and patient access. Rather than focusing on individual tools or initiatives, this session centers on the leadership decisions, governance models, and cultural shifts required to embed resilience into everyday operations—so organizations are better equipped not just to respond to disruption, but to absorb it and emerge stronger.

• Redefine resilience beyond risk mitigation to include adaptability, continuity, and long-term performance
• Identify where to build flexibility, buffers, and optionality across global supply networks
• Balance efficiency, cost, and resilience in an environment of persistent uncertainty
• Lead organizational and cultural shifts that make resilience a sustained capability, not a one-time response