Implementation of a Supply Chain process for a laboratory | Mews Partners
01

Problematic

To ensure optimal customer service and meet the constraints of the sector, while controlling its level of working capital requirements and the use of its industrial assets and raw materials (plasma from blood donations), this laboratory wanted to overhaul its strategic Supply Chain processes (forecasts, PDP and S&OP stocks) and the implementation of a specialized tool to support them.

02

Mews Partners experience combined with their humility towards the teams ensured the success of this project which transformed the way we work.

Process

Based on the laboratory strategic objectives (customer service objectives, regulatory constraints, level of BFR, level of use of industrial assets), the project group developed the target processes and launched a call for tenders to select the APS tool that will support them.

After a phase of project preparation (organization of resources, implementation of prerequisites,…), this pharmaceutical laboratory launched the implementation project in 3 major areas: project management (provision of expertise, overall consistency control, user support), management of the project and governance bodies, and finally support for change management to ensure the involvement and training of all stakeholders involved.

80%

reduction of the time required to create a reliable PDP

20%

improvement in the quality of the commercial forecast

Result

03

Result

Mews Partners support made it possible to obtain:

  • A reduction of more than 80% in the time required to develop a reliable PDP
  • An improvement in the quality of the commercial forecast by more than 20%.
  • An appropriation of processes and tools by all sales and Supply Chain personnel
  • Visibility on projected stocks over the 18-month horizon and anticipation of the risks of stock shortages to arbitrate upstream
  • An ability to manage an International Supply Chain taking into account all the regulatory constraints specific to each country.

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