《Optimizing Pharmaceutical Supply Chain Performance：优化医药供应链绩效.ppt》由会员分享，可在线阅读，更多相关《Optimizing Pharmaceutical Supply Chain Performance：优化医药供应链绩效.ppt（27页珍藏版）》请在三一办公上搜索。
1、Balancing Capacity,Expense And Inventory To Maximize Customer Service And Increase Profitability Ken ThomasManager,MSSC Capabilities,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,2,Pharmaceutical Supply Chain Management:Optimizing Customer Service and Corporate Results,9/18/2003,Ken Thoma
2、sCopyright 2000 Eli Lilly and Company,3,Must ensure 99%customer service in all scenariosMust effectively utilize fixed assets and working capitalMust adapt to the marketplace in spite of regulatory influences,“Pulling the right levers”will improve the balance of customer service level,cost,flexibili
3、ty and risk management to fit the marketplace needs of each product,Must happen during development to support regulatory requirementsMust balance risk of clinical failure with speed to market of successful productsMust enable a robust and responsive supply after launch,LAUNCH,0,20,40,60,80,100,Hypot
4、hesesGeneration,CandidateDevelopment,Production,Submit,Commercialization,%of cost fixed,Optimizing pharmaceutical supply chains happens before and after launch.We will focus on Supply Chain Design first and then Supply Chain Operations.,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,4,LAUN
5、CH,0,20,40,60,80,100,HypothesesGeneration,CandidateDevelopment,Production,Supply Chain Design,Supply Chain Operations,Commercialization,Supply chain design begins four years prior to launch:How much capacity?Located where in the world?Lilly owned?,Submit,Pharmaceutical supply chain design:Managing t
6、he inherent risk while designing robust chains,Capacity addition and sourcing decisions are made at time when the probability of success is 20%-40%,Supply Chain Design,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,5,1.Capacity Strategy:Global capacity with contingency,Probability-based si
7、mulation models:probability ofsuccess is 20%-40%,Sales Volumes&Inventory TargetsSales DOTs,Dose/DOTForm/Fill Units/DOTLaunch Probability,Launch Timing,Clinical TrialMaterial timing,sourcingand registration,Cost of Excess Capacity&Cost of Lost Sales,Productivity“Learning”Rates,For any single molecule
8、;the inputs have tremendous uncertainty too much capacity is too expensive too little capacity means missing high margin sales,The solution:Standard technology platforms for common molecule typesallows the uncertainty to be managed using a“portfolio”approach.The agreement between development and man
9、ufacturing to usestandard“kits”allows accurate modeling of total product family capacity requirements.The common technology groups function as“manufacturing networks”.,Capacity Target Forecasts,Uncertain,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,6,SourcingOptimizationModels,2.Sourcing
10、 Optimization:A Lilly-focused quantitative analysis,Income benefits,Sales Volumes&Inventory Targets,Available Capacity,Licensing Agreements,Productivity“Learning”Rates,SiteProduct Mix&Requirements,Timing forSourceChanges,Value of AdditionalCapacity,Goal:Maximize the value of manufacturing by selecti
11、ng the best product mix for Lilly networks,Free SalesCertificate,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,7,augmented with qualitative considerations,Marketing Strategy Location of major markets Launch timing/sequence Manufacturing technology Processing requirements Complexity Learni
12、ng curve Tech support requirements Health and safety Containment level Special hazards Experience Environmental Permitting Impact Treatment technology,Regulatory Validation timing Compliance Financial/income benefit Manufacturing cost Duties and tariff barriers Net income Capital costs Contingency p
13、lans Manufacturing site Fit with site mission Available capacity Human resource requirements Lilly vs.non-Lilly site,Qualitative factors cant be included in simulations:Judgment about Lilly networks influences the design to be the best internal supply chain.,9/18/2003,Ken ThomasCopyright 2000 Eli Li
14、lly and Company,8,Final decision:Can revenue be increased by using third party manufacturing?,Brand sale or deletion,For most products,the Lilly Manufacturing strategy is,TPOs,Late lifecycle products,Continuous Lilly capacity management(capital avoidance)via late life sourcing changes,Third Party,9/
15、18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,9,Brand sale or deletion,Excellent pharmaceutical supply chain design means optimized capital investment and maximized revenue:Managing capacity in standard technology networksNew products are sourced to robust and flexible sitesReliable TPOs ar
16、e utilized for late lifecycle products,Exceptions Exist,Third Party,3.Final decision:Can revenue be increased by using third party manufacturing?,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,10,Supply Chain Design Summary,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,11,Supply
17、 Chain Operations:Maintaining 100%Customer Service Level and Maximizing Efficiency,Production,LAUNCH,20,40,60,80,100,HypothesesGeneration,CandidateDevelopment,Supply Chain Design,Commercialization,Supply Chain Operations,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,12,1.Supply chain oper
18、ations are anchored by a sales and marketing commitment to forecast accuracy,Forecast completeness and monthly accuracy reviewed by the senior marketing executive committee monthly,Demand Management,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,13,2.Inventory Management:Patient Needs and
19、Financial Realities Demand a Service-based Approach to API and Finished Stock Inventories.,Inventory targets developed from a supply chain perspective establish the foundation for an operations plan that ensures 99%CSL in predictable and unpredictable circumstances.,Time,99+%Customer Service,Invento
20、ry,Inventory Management,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,14,3.Global Supply Chain Planning(GS&OP),S&OPSite operational plans are built for many products in a few markets,F/F/FSite,F/F/FSite,US market,EU market,Japan market,F/F/FSite,APISite,APISite,How to reconcile?,GS&OP,9/1
21、8/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,15,A Global S&OP for 11 Products,7 Sites,4 TPOs and 4000 SKUs,Long rangePlan(each product),APODemandPlanning,SalesForecast(2 years),GS&OPPacket,Global S&OPPlan(Manufacturing),ProbablizedFamilyScenarios,APOSupply NetworkScenarios,AdditionalDemand(
22、CT,etc),InventoryTargets,InventoryForecasts,Inventory and Investment Plans(Finance/Treasury),ExecutiveApproval,Other,SAP,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,16,4.Global capacity balancing and profitability optimization:Making the doable version 1 plan better,V1 Global Network S&
23、OP,Working Capital:“Best”investment plan?,Review the portfolio:“Best”SKU plan?,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,17,SC Operations Summary,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,18,The opportunities for impact are increased when the scope of thinking extends b
24、eyond manufacturing to all functions in the Value Chain.,ResearchAnd Development,Manufacturing,Sales andMarketing,The value chain is as strong as its weakest link.Care must be taken to ensure manufacturing is an integral part of the firms business model.,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly
25、and Company,19,Stronger integration is critical,Integration will increase business opportunity,increase speed to market and reduce cost,“Accountable for forecast”“Engaged in capacity decisions”“Line extension reviews”,“Robust control strategies”“Standard technology platform”“High yields at launch”,“
26、Make what we need:Never run out”,“Throw the processover the wall”,R&D Integration,S&M Integration,-,-,+,+,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,20,R&D Integration,S&M Integration,-,-,+,+,Lillys own journey towards a better integration.,“Accountable for forecast”“Engaged in capacit
27、y decisions”“Line extension reviews”,“Robust control strategies”“Standard technology platform”“High yields at launch”,“Make what we need:Never run out”,“Throw the processover the wall”,90s,2010,MRPII Class A sales affiliates,100%ToolkitDevelopment,ManufacturabilityReviews,DevelopmentManufacturingSta
28、ff,Shared accountability for investment decisions,Global Value Chain Optimization,75%forecast accuracy,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,21,Virtual Firms,R&D Integration,S&M Integration,-,-,+,+,90s,2010,Collaborative IT Transactions,Lilly engaged in supplyChain design and sour
29、cing,Manufacturing on In-licensing team,Collaborative Forecasting,Collaborative Value Chains,Collaborative SCM Processes,Integration with Sales Partners,Integration with External Research Partners,“Make what we need:Never run out”,“Throw the processover the wall”,“Accountable for forecast”“Engaged i
30、n capacity decisions”“Line extension reviews”,“Robust control strategies”“Standard technology platform”“High yields at launch”,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,22,For each product,at each point in the life cycle,an optimum balance for the supply chain exists,Product XYZ,Inven
31、tory,Expense,Capital,CustomerService,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,23,The IT Tools We Know Can Simulate Our Supply Chains,but optimization remains a human activity.,BusinessProcess,IT Tool,Role-specificCompetencies,SelectionCriteria,CurriculumPath,TrainingEvents,Manufactur
32、ing Strategy and Supply Chain Capabilities Framework,Current objective:Improve the capabilities of 300 people in 18 months,IndividualTrainingPlan,SkillQualification,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,24,Competency Model:Demand Management Coordinator,9/18/2003,Ken ThomasCopyrigh
33、t 2000 Eli Lilly and Company,25,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and Company,26,Supply Chain Management Skill QualificationGlobal Sales and Operations Planning for Supply Chain Analyst,Overview,Directions for completing the coaching guide,Skill qualification is delivered in a structured-
34、coaching format.Using this format,the managing process owner will hold a coaching session with the supply chain analyst to assess the analysts capability to appropriately participate in the supply chain process for Global Sales and Operations Planning.The intent of the skill qualification is twofold
35、:1.Verify that the supply chain analyst has a basic competence in the key supply chain processes and can deliver quality outputs to customers.2.Allow the managing process owner the opportunity to offer suggestions to further enhance the supply chain analysts ability to perform these processes at a l
36、evel beyond basic competence.In preparation for this qualification session,the supply chain analyst should be ready to share with the process owner the following information for one network under his/her responsibility:The most recent GS&OP data pack,9/18/2003,Ken ThomasCopyright 2000 Eli Lilly and
37、Company,27,Its about reducing customer risk and maximizing shareholder returndesign and operate supply chains to enhance customer service,not cut costs.Focus on risk management and mitigationdesign and operate reliable supply chains,impervious to the predictable and unpredictable Partner with Develo
38、pment to deliver:Flexible process and technology platform and robust process control strategyPartner with Sales&Marketing to deliver:Good short-term forecast(local country management owns S&OP)Good long-term forecast(review by senior Sales&Marketing staff)In an increasingly complex environment,colla
39、borateManufacturing functional collaboration Process Engineering,Science&Technology,QualityCorporate functional collaboration Sales&Marketing,Research&Development Business partner collaboration Research&Development,Sales&Manufacturing Third PartiesSupply Chain Management is successfully completed by peopleDefine competency Establish selection and curriculum elementsTrain and develop Qualify and reward,Conclusion,
