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A. Integration involves the introduction of working practices, methods and behaviours that create a culture in which individuals and organisations are able to work together efficiently and effectively. That means putting aside the fragmentation, duplication and inefficiency that characterises much of the industry and replacing it with cooperation, collaboration and mutual support.
A. The pharma-
Q. We're already doing all this with our supply chain -
A. If you are genuinely doing this end-
However, on analysis, many alleged examples of supply chain integration fall far short of ideal. There are many examples of good one-
And while every supply chain is different and will always need to maintain its competitive differentiation, the sector as a whole needs to embrace a shared partnering logic, ethos and set of practices if it is going to bring about a win-
A. No. It's your choice and many parties will elect to stay as they are and hope for the best. Whether this head-
Q. Why can't we just continue developing our supply chains in glorious isolation? What would be wrong with an industry containing, say, 1000 separate, yet integrated, supply chains each doing its own thing as it sees fit?
A. This would be a fantastic situation. Except that it is not possible in practice. This is abundantly clear from the fact that, despite the principles and methodologies of collaborative working having been actively developed elsewhere over the part two decades, we have not seen very little real integration in pharma-
One of the problems stems from the fact that each organisation, and the individuals within them, operate within a distinct corporate culture and, in addition, they are only able, both physically and mentally, to pursue a very limited range of different integrated working approaches.
For example, picture a supplier that has been selected to be part of, say four, different strategic supply chains with different clients each of whom has a different understanding of what integration is about and how to go about it. Add to this the confusion amongst the different suppliers who are being pulled in different directions. It is a recipe for a hugely sub-
Q. I am a supplier. Won't we be giving away our competitive advantage?
A. No. Quite the reverse. You will be gaining a huge competitive advantage. By achieving TEAM-
Q. How do you see TEAM-
A. We envisage local TEAM-
Q. If we have a service provider in a remote region, then how can they participate in TEAM-
A. First of all, you will be responsible for raising awareness of TEAM-
Thereafter much of the TEAM-
Q. Isn't there a risk that TEAM-
A. Not at all. TEAM-
Q. How is IP & confidentiality handled?
A. It is not expected that any highly sensitive or confidential commercial information will be routinely shared within TEAM-
Q. How is TEAM-
All existing industry groupings (e.g. CEIV, BPOG, Pharma-
Q. Why has TEAM-
A. It is important that TEAM-
Q. I am a pharma shipper and I want to assign responsibility for logistics fulfilment to a third party, either a 3PL or a 4PL. Does this mean TEAM-
A. Not it all. Arguably it has even more relevance. This is because it is not possible for a pharma shipper to completely relinquish the ultimate responsibility for it's products including their safe storage and transportation. The creation of a competent TEAM-
Q. My company is too big and too diverse to make a wholesale commitment to the TEAM-
Q. I only have 25 employees. Is the TEAM-
A. The TEAM-
Got a burning question? Something you’re not sure about? We've compiled answers to some of our most frequently asked questions about TEAM-