Optimizing Pharmaceutical Supply Chain Performance：优化医药供应链绩效.ppt

9/18/2003 Balancing Capacity, Expense And Inventory To Maximize Customer Service And Increase Profitability Ken ThomasManager, MSSC Capabilities Pharmaceutical Supply Chain Management:Optimizing Customer Service and Corporate Results “Pulling the right levers” will improve the balance of customer service level, cost, flexibility and risk management to fit the marketplace needs of each product 1. Capacity Strategy: Global capacity with contingency 2. Sourcing Optimization: A Lilly-focused quantitative analysis… …augmented with qualitative considerations Final decision: Can revenue be increased by using third party manufacturing? 3. Final decision: Can revenue be increased by using third party manufacturing? Supply Chain Design Summary Supply Chain Operations: Maintaining 100% Customer Service Level and Maximizing Efficiency 2. Inventory Management: Patient Needs and Financial Realities Demand  a Service-based Approach to API and Finished Stock Inventories. 3. Global Supply Chain Planning (GSOP) 4. Global capacity balancing and profitability optimization: Making the ‘doable’ version 1 plan better SC Operations Summary The opportunities for impact are increased when the scope of thinking extends beyond manufacturing to all functions in the Value Chain. Stronger integration is critical Lilly’s own journey towards a better integration. Virtual Firms The IT Tools We Know Can Simulate Our Supply Chains Competency Model: Demand Management Coordinator *Ken Thomas Copyright ? 2000 Eli Lilly and Company Customer service the priority, inventory control secondary Cost of inventory vs. value of a sale Idle capacity is desirable, at the right place and right time Capital intensity of manufacturing Outsourcing risk evaluation needs to balance cost reduction Technical/regulatory complexities of manufacturing Limited, slow and expensive sourcing changes Registration ties sourcing decision to market access SC design completed years before launch Regula