How Pharma Supply Chains Need to Change for the Future

By Admin
The customer-producer relationship withinthe pharmaceutical supply chain is becoming so abstract that the producer islosing sight of the simple realitie...

The customer-producer relationship within the pharmaceutical supply chain is becoming so abstract that the producer is losing sight of the simple realities that underpin the business model, according to a new industry report from global supply chain consultancy Crimson & Co. The report highlights an alarming trend whereby those at the sharp end, particularly the people who are developing, making, selling or moving are continually becoming marginalised, abstracting them further and further from the customer. Program management and complex organisational structures continue to consume excessive amounts of management time.

[READ MORE] The Future of the US Pharma Market? More, More, More

In order to address this, Kerry Pickstone, Head of Life Sciences at Crimson & Co., says those within the pharmaceutical supply chain should actively be looking to reverse this trend and reengage with the customer.

“Over the next five years, excellent pharmaceutical supply chains will be those who stand up and stop the trend. They will focus on getting closer to the customer and their own colleagues, doing the fundamentals right, while taking an end-to-end view of the supply chain,” said Pickstone.

[READ MORE] This is How Big Pharma is Driving Innovation in Pain Therapy Development

The report aims to highlight not only the critical challenges to reducing abstractions in the pharmaceutical supply chain, but also the changes which need to be made in order to reengage the customer-producer relationship. This includes:

  • Understanding organisation complexity, particularly the need for the internal business customer to have the same characteristics as a real customer
  • Reasserting the importance of content rather than process as a core management focus
  • Re-evaluating the project portfolio - a recent study showed that 95 per cent of all project time was spent simply coordinating activities. How can this be realigned?
  • Development of employee and organisational skill sets, particularly moving away from an obsessive focus on functional skills to one that embraces the customer

Pickstone concluded, “Firms should be looking to implement a simpler, more coherent and profitable way forward, even if it reduces the overall economies of scale that appear available from centralisation, integration and coordination. Ultimately, it’s time to go back and put the customer again at the heart of the business.”

Let's connect!  


Featured Articles

Snowflake: Transforming patient healthcare with Gen AI

Jesse Cugliotta, Healthcare & Life Science at Snowflake, discusses revolutionising healthcare efficiency and improving patient care with Gen AI

Johnson & Johnson: Turning supplier spend into local support

Johnson & Johnson’s Global Supplier Diversity & Inclusion team is growing spending with social enterprises around the globe to expand its impact

Seasonal Affective Disorder’s impact on health & solutions

Dr Ravi Gill & Dr. Naomi Newman-Beinart discuss Seasonal Affective Disorder and its treatments, from vitamin D spray to light therapy

CGI teams up with Totalmobile for digital healthcare service

Digital Healthcare

Deloitte: generative AI can improve access to healthcare

Technology & AI

Wipro & NVIDIA’s revolutionary healthcare uses generative AI