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Supply Chain Planning Transformation

How Deloitte assisted a client in improving supply-chain efficiencies, visibility and controls


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Abstract

A rapidly-growing global biopharmaceutical company was seeking more efficient supply-chain planning processes and information flow in order to achieve greater supply chain visibility, better controls and lower costs. Internal efforts to transform the supply chain planning organization had been unsuccessful due to cultural differences among regional stakeholder groups and the lack of planning standards. By involving stakeholders in the process and clearly defining the rationales for change and the future state, Deloitte worked with the client to gain buy-in from stakeholders and to achieve the desired business objectives within seven months.

The Challenge

The biopharmaceutical company had historically been effective in delivering its products to patients around the world. With the launch of new products, however, the number of SKUs continued to multiply, creating the need for greater efficiencies, visibility and controls. The client engaged Deloitte to assess the supply-chain organization and facilitate the transition to a global organizational structure with a refined strategy, clear roles and responsibilities and improved information and product flows, as part of a global Sales and Operations Planning (S&OP) program.

How We Helped

Deloitte’s approach spanned the following areas and activities:

Global Strategy and Organizational Structure

  • Helped to assess the current organization and future requirements based on the existing performance, long-term goals and industry leading practices
  • Helped  to design future strategy and organizational structure options, evaluate pros and cons with stakeholders and obtain buy-in on a product-focused organizational structure
  • Helped  to standardize planning processes, refine roles and responsibilities and facilitate transition of existing and new associates to their new roles

Master Data Structure

  • Proposed improvements to client’s Master Data governance model and policies
  • Designed templates to help track and guide better-informed strategic supply-chain network decisions

Global Sales & Operations Planning (S&OP) Program

  • Helped to develop a global S&OP Program playbook tailored to the organizational structure and business needs
  • Helped to compile and automate global dashboards, pilot the S&OP cycle and host the first Executive S&OP meeting

Solution

The project culminated in a Deloitte-facilitated Leadership Summit to help drive better collaboration throughout the Supply Chain, Commercial, Finance, Quality and Regulatory functions. Today, these transformation efforts drive greater planning efficiencies, improved global inventory visibility, better-informed decisions, lower supply-chain disruption risks and increased flexibility to accommodate organic growth and acquisitions.

1 As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP, the DTTL member firm in the U.S. Please see www.deloitte.com/about for a detailed description of the legal structure of DTTL and its member firms. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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