Day 2

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How can I profitably integrate product, customer and supply chain segmentation? Matt Davis currently is a Faculty Affiliate at Penn State’s Center for Supply Chain Research and a board member for the Supply Chain Council. He was previously a Research Director at Gartner where he was lead analyst for supply chain segmentation, cost to serve and supply chain strategy. Matt has over 75 supply chain strategy publications with more than 15 first authorships on the topic of supply
chain segmentation. In this session he will discuss how to profitably integrate product, customer and supply chain segmentation.

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• How do you transport materials at very low temperature? Dry Ice(-80C) and Vapor Phase liquid nitrogen(-140C)?
• These products are typically very expensive on a unit basis, how do you protect from theft & other losses?
• These products have shorter shelf life than most small molecule products, how do you plan for that. Make to order, make to stock, forecast accuracy?
• Do you use the typical wholesaler model for these products? A more direct to patient approach?
• Cold Chain and Temperature Control for Ambient Range Products
-- Stability data and the label range for the products
-- Active and passive shipping containers
-- Proactive temperature monitoring
-- Real time tracking and alert systems
-- Carrier modes and the issues presented by each
-- Carrier metrics and management

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The modern pharmaceutical value chain is a complex mechanism with many moving parts and it’s only getting more complicated with new and evolving challenges being thrown into the mix. Trends of increasing globalization, shorter product lifecycles, expanding product portfolios, talent shortages and increasing customer and market expectations are becoming established constants. Opening the lines of communication and collaboration within your organizations and across your extended value chain is essential for success and survival. This session will introduce how these issues are affecting the pharmaceutical value chain and how companies are utilizing modern information technology tools and best practices to excel.

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Pharma supply chains have been built traditionally on the batch mentality - produce at the largest batch possible and avoid change-overs to maximize cost absorption and P&L contribution. Procurement has been similarly incentivized to buy in quantities that optimized price and contract terms, without understanding how these practices can impact the supply chain flow. While these strategies have optimized local metrics and measures they impact the ability of the supply chain to operate as a repetitive and flexibility entity that optimizes working capital and service to the
customer on an end to end basis. This discussion will focus on the building blocks for creating flow in the supply chain by using case examples, examine obstacles and challenges and what benefits to expect.

• The Case for Flow
- building smaller, more responsive supply chain replenishment quantities and cycles – why customers are asking for it.
• Traditional Metric Implications
– How end to end flow impacts traditional supply chain metrics.
– How to think end to end and focus on balanced scorecards
• Case Example
– Results of moving to more frequent replenishment patterns based on customer demand. Benefits, obstacles and lessons learned.
• The key steps to get started
- Implementing a global constant-make replenishment model.

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How is the industry responding to the challenges of compliance, product protection, efficiency, business continuity, and new market access? While some companies continue to grapple with all-too-familiar friction points, others are executing their strategies while developing forward-looking initiatives. Insights from the Pain in the Supply Chain survey and industry best practices will reveal how decision makers are embracing risk while enabling growth in the new healthcare economy.

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How is the industry responding to the challenges of compliance, product protection, efficiency, business continuity, and new market access? While some companies continue to grapple with all-too-familiar friction points, others are executing their strategies while developing forward-looking initiatives. Insights from the Pain in the Supply Chain survey and industry best practices will reveal how decision makers are embracing risk while enabling growth in the new healthcare economy.

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• Using factory information to help drive business cases that solve customer or patient problems
• Leveraging big data & analytics in the supply chain
-- How do you make the business cases?
-- What systems need to be put in place?
• Utilizing normal tech ops data including COGS, cycle time, batch release, automation
-- BENEFIT: After cost, process efficiency
• Discovering how to use data from commercial operations to create a more demand driven supply chain
-- Assessing customers, ordering patterns, script data & distributor patterns

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3x quickfire presentations from our solutions providers:

#1 Movilitas Consulting Serialization Framework and SAP Track & Trace for SME’s
Serialization programs are complex and fluid. The regulatory landscape is by no means static, nor is it expected to remain so. Any organization selling products into these regulated markets can expect that the requirements will continue to evolve over a 10 year time frame. Serialization is not a oneoff development. No other company has as much experience in the delivery of SAP Serialization and Track & Trace solutions than Movilitas Consulting. Through this unrivalled experience, Movilitas has developed a series of carefully crafted consultancy packages to enable you to meet the challenge and deliver your own Serialization programs effectively and successfully. These packages use Proven
Movilitas Processes and are complimented by a growing portfolio of design accelerators, repeatable implementations and services.

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Opening Presentation by David Lowndes, followed by a panel discussion:

• Strategic alignment is a two way street. There has to be something in it for both parties if it is really going to work. It can’t be a take, take mindset
• There are certain suppliers that are commodity vendors which will never really be strategic partners but we can’t forget to respect their needs too as they can still have a significant impact on our businesses
• If you want more flexibility and agility you need to make certain that your supplier understands that and that you are willing to support them in their effort to achieve it on your behalf
• Periodic face time with you key suppliers is critical to achieving greater strategic alignment. You need to fully understand each other’s needs and find the
common ground to be able to achieve true strategic alignment and this can’t be accomplished with just emails and phone calls

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Pharmaceutical Commerce’s annual Biopharma Cold Chain Sourcebook assesses market, technology and regulatory issues affecting temperature-controlled pharma shipping. This presentation will show what the common methodologies of packaging and transporting temperature-controlled products are, and highlight new technical capabilities to meet industry market and regulatory needs

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4x5 minute conversations covering S&OP, scenario planning, demand-driven supply chains & using data to make more informed decisions

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