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Where life-sciences and logistics come together


The TEAM-UP Charter comprising Code of Conduct, Cultural Change obligations, KPI obligations and Peer Review puts in place the necessary yardsticks and assessment structure to ensure that TEAM-UP organisations, both buyers and sellers, are recognised as preferential value-chain partners.

It is important to emphasise that the objective of the TEAM-UP Charter is to introduce obligations that will result in genuine, continuous improvements in a supply-chain collaboration context while ensuring that these requirements are both meaningful and attainable in practice.

The TEAM-UP Charter does not encompass technical standards or criteria nor does it embrace workplace welfare, safety or standards. Rather the TEAM-UP Charter establishes behavioural benchmarks for an organisation to make the cultural and process improvements necessary for working as part of an integrated team on a long-term basis.

For the most part, the Charter obligations will only be what well-managed companies are already doing, or striving to do. However, by signing the TEAM-UP Charter and being prepared to subject their Best Practice measures to independent Peer Review, TEAM-UP participants are sending out a very powerful signal to the market.

It signifies that they are forward-thinking, customer-focused organizations that are dedicated to working in a more professional, integrated manner in order to produce efficiencies and improvements that will deliver better outcomes to the final consumer of medical products.


The purpose of the TEAM-UP Charter is to:


Charter status promises significant advantages to its bearers:

                       - reliability of supply

                       - improved security of supply/business

                       - continuous improvement in performance

TEAM-UP Charter