Here is the Executive Summary - the full white paper can be downloaded here.
EXECUTIVE SUMMARY
Global competition, mergers & acquisitions, regulatory compliance, pressure on healthcare prices, patient-centric products and patent cliffs are forcing companies in the life sciences industry to reinvent their businesses. Technologies are revolutionizing the way medicines, medical devices and equipment are developed, tested, personalized, produced, administered to the patient, and then monitored.
In this highly-regulated industry with potentially decade-long product lifecycles, steep investments and competition limited by patents, the speed and cost performance of supply chains has been somewhat masked. But now, market forces are combining with an influx of product and business model innovations to create a new dawn for global supply chain leaders.
CXOs are depending on these executives to support three critical business objectives:
COST: Reducing product and supply chain costs to counter market and political pricing pressures across healthcare supply markets, without sacrificing flawless execution of global supply chains that are mission-critical for patient care.
ADAPTABILITY: Accommodating a wider variation of batch sizes and proliferation of product variants resulting from the addition of precision, closed loop, and personalized medicines and devices.
SPEED: Driving a time-to-market focus within the supply chain to maximize revenues and margins ahead of competitors, patent cliffs, generics, biosimilars, and new market entrants.
Achieving these goals is difficult even in static business conditions, but you are facing conditions that are anything but static. With global expansion, manufacturing network optimization, disrupting competitors, and increasing regulatory complexity — new challenges are appearing from all sides.
This paper describes how life sciences global supply chain executives can strengthen their operational capabilities to support strategic cost, adaptability, and speed goals.