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Accenture Life SciencesRethink Reshape Restructure...for better patient outcomes

How Excellence in Logistics Can Change the Fortunes of Pharmaceutical and Medical Device Companies

Operations executives in the life sciences field understand the sector’s many challenges. However, pharmaceutical companies and medical device manufacturers may not be associating their most-daunting barriers with the supply chain initiatives that could help them surmount those challenges. This is especially true for those who have failed to embrace value chain transformation as a process of moving from traditional inside-out based operations to a model where the key business outcomes desired define how every point on the chain is set up.1 This Accenture Point of View introduces six pillars of Logistics Mastery and discusses their potential to improve the financial health of life sciences organizations.

For most life sciences companies, challenges are mounting and the barriers to profitability are stiffening. In pharmaceuticals, pipelines are thin, blockbuster drugs are debuting less frequently, and the duration of clinical trials has increased drastically. Along with device manufacturers, pharmaceutical companies also are setting their sights on emerging economies, but untested strategies, new product mixes and limited market insights are making local market penetration unpredictable and expensive. In both sectors (drugs and devices), volatile trade conditions combined with vacillating fuel and commodity prices are complicating logistics, even as new competitors—often in developing regions—enjoy lower-cost infrastructures. The net effect is that real, enduring success has become tougher for life sciences companies to attain. More than ever, sustainable and profitable growth requires a solid foundation built on longer-term fundamentals.

Interestingly, very few companies in this industry consider supply chain excellence to be one of those fundamentals. Life sciences companies typically spend more time and effort on the commercial and research sides of the business and, conversely, place a lower priority on supply chain improvements. One reason may be that the industry’s average logistics costs as a percent of sales is 1.5 percent—much lower than many other sectors.

2 | How Excellence in Logistics Can Change the Fortunes of Pharmaceutical and Medical Device Companies

But even if logistics and other supply chain-related costs are low, this does not justify sub-par supply chain performance. Consider, for example, that companies with weak supply chain skills may fail to recognize—and subsequently capture—the revenue-building, cost-reducing potential that supply chain excellence brings to any business. Scores of reports note the double-digit savings and profitability increases enjoyed by supply chain leaders. So even though life sciences companies’ supply chain costs as a percent of sales tend to be lower than those of other industries, it does not mean that these costs are trivial. Failing to improve supply chain effectiveness will compromise competitiveness. Life sciences companies with minimal supply chain savvy also may be overlooking the harder-to-quantify benefits of supply chain excellence: exploiting sudden opportunities, maximizing customer loyalty, minimizing risk. Like never before, supply chain leaders leverage their capabilities to be more agile, more responsive and more customer-focused than competitors. They are more likely than most to have the right products in the right places at the right time, which in turn makes them stronger and more successful competitors. By contrast, supply chain also-rans are frequently burdened by high inventories, poor controls, insufficient supply-chain-wide visibility and reactive networks that make it harder to respond quickly to changing business conditions.

The simple truth is that supply chain improvement opportunities are extensive, attainable and frequently under-acknowledged. Regardless of product size, type or value, life sciences companies that excel at supply chain management may be able to:

• Increase revenue by orchestrating more-innovative services and more-efficient and comprehensive product launches that focus fully on cradle-to-grave product life cycles.

• Improve margins through operational excellence and better deployment of resources.

• Minimize risk by increasing awareness of (and responsiveness to) disruptions such as labor unrest, quality glitches, currency fluctuations, port delays, recalls, market shifts and supplier-performance problems.

•Reduce costs by streamlining processes and reducing inefficiencies in areas such as inventory management.

In this Point of View, Accenture offers insights to help life sciences companies rethink, reshape or restructure their supply chain management to capture the potential benefits listed above.

LogisticsMastery

Logistics StrategyMasters employ a dynamic, demand-driven logistics strategy that maximizes their responsiveness to changing business conditions.

ComplianceMasters manage their supply chains with stringent KPIs and metrics-guided processes to ensure timely delivery of high-quality, in-compliance products.

DistributionMasters have advanced distribution networks with multichannel fulfillment.

Inventory and Order ManagementMasters integrate order management and inventory capabilities to excel at fulfillment.

Global TransportationMasters take a proactive approach to transportation planning, with tight controls and end-to-end visibility.

In-market OptimizationMasters take a center-led approach to blending global reach with local relevance.


Six Pillars of Logistics Mastery in Life SciencesAs detailed in Sidebar 1, Accenture recently completed a comprehensive Supply Chain Mastery study: a look at the specific capabilities and improvement opportunities associated with high performance in supply chain management. This work clearly illustrates the cost-reducing, performance-enhancing role of logistics, while demonstrating that logistics excellence has different meanings and characteristics across industries.

In life sciences, we identified six categories into which logistics-improvement opportunities can be grouped (Figure 1). We also created “capability maturity models (CMMs)” for each category—a way for companies to measure their current status and begin forging a path to leading-edge performance.

Logistics Strategy

Inattention to supply chain management is often evidenced by immature logistics strategies. In such instances, companies may view logistics purely as a cost center, rather than a value-generating function that can help differentiate an organization from its competitors. Without the latter perspective, it’s unlikely that anyone in the company takes overarching responsibility for end-to-end improvements or that logistical resources are deployed in a way that complements or supports the business’ overall strategy.

Logistics Strategy Masters emphasize value generation: positioning the supply chain as a concurrent contributor to cost containment, revenue enhancement and even profitability improvement (e.g., by raising the organization’s ability to capture emerging opportunities and design/implement exceptional service

capabilities). Masters recognize that in order to generate value, the logistics strategy must be driven by the needs of the customers and patients being served. This form of “customer logistics” translates customer needs into a catalog of logistics services, which is directly aligned to specific customer groups or segments. Segmentation of this kind enables the development of value-generating logistics channels and should be tied to customer service metrics to measure ongoing performance.

Equally important, Logistics Strategy Masters create operations that are integrated but nonetheless agile. They emphasize connectivity across supply chain functions, communicate seamlessly, and are hyper-responsive to disruptions and opportunities. When a disruptive situation arises (supply interruptions, financial turmoil, market shifts, etc.), processes at any node on the supply chain

FIguRE 1. Six pillars of logistics excellence in the life sciences industry.

Source: Accenture Research 2013

FIguRE 2. In the life sciences field, Logistics Strategy Masters concentrate most heavily on maximizing system-wide flexibility, aligning supply chain priorities with corporate goals, and maximizing awareness of logistics’ performance-improvement potential.

Capability Maturity

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can be modified. When opportunities arise, Strategy Masters adjust their supply chain capabilities to grab share or capture new customers. Accenture calls this capability “Dynamic Operations” (Sidebar 2).

There are many paths to Logistics Strategy Mastery. But for life sciences companies, the most important initiatives may be:

• Clearly define and articulate a logistics strategy by soliciting input from key stakeholder groups such as customer service, finance, planning, manufacturing and marketing, and key account management.

• understand the “voice of the customer” and use this information to create specific customer segments and distinct logistics-strategy approaches for each customer segment.

• Implement a formal risk-management program that emphasizes scenario planning and data sharing.

• Verify that the organization has a clearly defined and centrally managed logistics operating model, with the right capabilities instilled at the global, regional and local levels.

• Explore outsourcing’s potential to reduce logistics costs and increase operational flexibility.

Figure 2 illustrates the “capability maturity” progression through which life sciences companies typically travel on their way to becoming Logistics Strategy Masters.



SIDEBAR 1

Life Sciences and Logistics Mastery: Making the Connection

Accenture recently completed a comprehensive study of the capabilities and improvement opportunities associated with high performance in supply chain management. Over two years, we surveyed more than 1,500 executives in 21 countries and developed scores of cross-industry performance benchmarks.

The findings were striking. We learned, for example, that high-performance companies (“Masters”) are less likely than most of their peers to consider fulfillment a cost center and more likely to position fulfillment as a strategic differentiator and driver of growth. We also determined that companies with “Master’s level” transportation, distribution and order/inventory-management skills achieve higher service levels for growing the business and lower costs for operating the business. Members of this elite group average 98 percent on-time and in-full delivery, while enjoying 50 percent lower inventory and outbound transportation costs than less-savvy competitors. given that 80 percent of the pharmaceuticals market is now populated by generics, logistical capabilities that reduce costs are more important than ever.

Accenture also identified the key traits of Masters in supply chain planning. Among other things, this group excels at product life cycle management and thus is better able to avoid over- or under-stocking product, spending too much (or too little) on marketing, investing too much (or too little) on refinements, and misadjusting inventory levels.

All of these findings are highly relevant to the life sciences industry, despite the many distinctive challenges life sciences companies face. Take one such challenge: rapidly shifting business conditions, as evidenced by shrinking pipelines, more patent cliffs and increasing competition from generics. Logistics Mastery can help address these issues by improving the ability to tap lucrative markets, rapidly distribute new products, reapportion resources and implement innovative customer-service programs. Heightened regulatory pressures are another obstacle: pushing up development expenses, increasing risk and forestalling income. Logistics Masters are better positioned to meet these challenges with centralized operations, formal change management mechanisms and greater supply flexibility. Security and counterfeiting are also top-of-mind concerns. Fortunately, Logistics Mastery and higher levels of security are virtually synonymous, regardless of industry. In effect, high performers excel at understanding and mitigating risk. With more transparent and flexible operations, they may even make risk a competitive leverage point by anticipating and responding more effectively to volatile events.

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Compliance

Life sciences companies face a huge array of trade-compliance demands, cross-border regulations, and filing and documentation requirements. A short list of these mandates includes licensing, permits, entry bonds, quality standards, transport and storage rules, efficacy levels, and packaging/labeling parameters focused on product coding, serialization and ePedigrees. Also, there are geographically specific licensing procedures, import controls and reporting requirements for controlled substances (narcotic and psychotropic), hazardous components (e.g., mercury or beryllium), and for products with animal- and plant-based ingredients.

Compliance Masters deal more effectively with the above-mentioned challenges. They realize that effective governance helps them control compliance costs (e.g., by automating more fully and consistently,

and eliminating unnecessary or redundant tasks); reduce the risk of fines and penalties associated with compliance missteps; reduce outbound and inbound customs-clearance delays; and even protect brand and image.

There are many paths to Compliance Mastery. But for life sciences companies, the most important initiatives may be:

• Create a chief compliance officer position to help raise performance in compliance, increase process standardization, and maximize the consistency and dissemination of information.

• Emphasize end-to-end supply chain integration to confirm product integrity, reduce security risks and raise adherence to mandatory data-storage requirements.

• Automate trade compliance activities and compliance-related interfaces with authorities.

• Develop a continuous monitoring and interpretation capability for regulations that affect product licensing, authorization, labeling and distribution practices.

• Increasesecuritycontrolsandefforts associated with cold chain tracking, tracing and monitoring.

Figure 3 on the next page illustrates the progression through which life sciences companies typically travel on their way to becoming Compliance Masters.


FIguRE 3. Compliance Masters have specific individuals and/or groups for monitoring regulations, ensuring standardized responses and keeping the complete organization up to speed.

Compliance Maturity


SIDEBAR 2

Dynamic Operations: Turning Permanent Volatility from a Liability to a Leverage Point Business conditions are changing faster than many companies can accommodate. Accenture refers to this relentless pace of change as “permanent volatility.” Ongoing economic uncertainty, endlessly fluctuating commodity prices, accelerated commoditization and wildly fluctuating demand are just a few examples. However, with the right insights, strategies and actions, business leaders can turn permanent volatility from a liability to a leverage point. The linchpin is “Dynamic Operations.”

Dynamic Operations refers to global networks that respond to changing events by smoothly reorienting themselves. When market opportunities arise or disruptions occur (supply interruptions, financial turmoil, market shifts, weather disturbances), processes at any node can be modified. Four capabilities make Dynamic Operations possible:

• Insight to Action: sensing, capturing and analyzing external and internal data and turning it into usable business intelligence. In effect, companies use information to improve their ability to react swiftly to both threats and opportunities—buffering risk while exploiting risk’s upside.

• Adaptable Structure: creating products, processes and systems that are easily modified in response to changing conditions. The best and clearest example may be flexible manufacturing: the ability to respond quickly to currency fluctuations, supply disruptions and sudden demand shifts by altering manufacturing volumes, mixes and venues.

• Flexible Innovation: making design and development processes less rigid by reducing changeover times, increasing interchange-ability, designing products that embrace multi-channel networks and technology, and structuring ways to smoothly and rapidly re-balance order management, production and warehousing in response to shifting conditions.

• Agile Execution: rapidly adjusting supply chain actions by dialing capacity up and down, improving collaboration, formulating supplier contingency plans and implementing advanced technology such as predictive analytics. The mantra is “flexible resource allocation,” made possible by centralized operations, low-touch (highly automated) processes, cross-trained personnel, solid supplier contingency plans and an elastic infrastructure that emphasizes outsourcing, vendor-managed inventories and rent-rather-than-buy philosophies.


Distribution

Few life sciences companies have developed the savvy or technology needed to become Distribution Masters. As a result, their distribution network responsibilities are often fragmented and regionally separated. Channels are rarely segmented and may not align with customers’ service needs. Physical networks and routes to market are seldom aligned with commercial service strategies. Centralized, metrics-driven oversight is rare, so responsiveness may be lacking. Inconsistent stocking strategies and process-management approaches compromise flexibility and performance. Physical flows may be separated from financial flows, which can obscure an operation’s true costs and make improvements more difficult.

Distribution Masters, on the other hand, are often able to keep costs lower and customers happier because the right distribution behaviors happen regularly and automatically. For them, clear service standards and goals are reflected in a formal distribution strategy that is often grounded in customer-, product- or geographic-segmentation principles. In addition, process-wide visibility is the rule, so actionable information is processed more quickly and anomalies spotted more rapidly. And whereas many companies measure service levels from manufacturing plant to distribution center, Masters also measure from the distribution center to the end customer, and have a clear sense of what it costs to serve various customer segments. Flexibility is a top priority, so Masters’ customer satisfaction rates are generally higher simply because of the company’s ability to respond appropriately to supply disruptions. Based upon Accenture’s experience with clients, it is not uncommon for Distribution Masters to enjoy distribution costs that are 5 percent to 15 percent lower than less-advantaged competitors.2

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There are many paths to Distribution Mastery. But for life sciences companies, the most important initiatives may be:

• Implement technologies such as distribution modeling and order/warehouse management systems to enable an end-to-end view of operations: from raw materials to customer deliveries.

• Make centralized reporting of distribution costs and performance metrics a top priority.

• Regularly review and improve the distribution network. Perform regular sensitivity and risk assessments.

• Develop distribution cost-to-serve models for priority products and key customer/delivery channels.

FIguRE 4. Distribution Masters excel at integrated yet flexible operations using full-function warehouse management systems and other advanced technologies.

Distribution Maturity

• Verify that information flows from distribution support other functions (real-time supply, order-process tracking, real-time KPI tracking).

Figure 4 illustrates the progression through which life sciences companies typically travel on their way to becoming Distribution Masters.



Inventory and Order Management

Demand chains in the life sciences field are evolving—often adding channels as more hospitals and pharmacies order direct. As a result, companies are under increasing pressure to improve order-response times, shipping accuracy and consistency. With the addition of more complexity, ownership of customer/patient demand data often becomes fragmented and/or incomplete. This can translate to lower fulfillment rates, more overstocks or stockouts, higher costs, eroding margins and fewer satisfied customers. Lastly, low visibility across the supply chain makes it tough to predict demand at a sufficiently granular level.

Inventory and Order Management Masters are more likely than others to surmount the above problems. It is not uncommon for Masters’ efforts to pare inventories by up to 15 percent, reduce fulfillment and backorder handling costs by as much as 7 percent, increase customer retention by 5 percent or more, and boost sales by 10 percent to 20 percent—the result of eliminating sales losses due to backorders and incomplete shipments.3

There are many keys to success in Inventory and Order Management. But for life sciences companies, the most important initiatives may be:

• Maximize integration across order- capture, warehouse fulfillment and manufacturing systems.

• Develop detailed metrics to help determine where order performance is sub-par.

• Partner with carriers to understand why orders or shipments are backlogged or unfilled.

• Implement advanced order-promise functions that can be optimized by cost, fill rate and delivery time.

• Design order-pricing strategies based on the actual cost to meet customer demand.

• Integrate inventory and order management into the sales & operations planning (S&OP) process.

• Provide multi-channel capabilities that allow for dynamic order fulfillment.

Figure 5 on the next page illustrates the progression through which life sciences companies typically travel on their way to becoming Inventory and Order Management Masters.

FIguRE 5. Inventory and Order Management Masters leverage better supply chain visibility and fulfillment capabilities to service customers more efficiently.

Inventory and Order Management Maturity

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global Transportation

Life sciences companies tend to be weak transportation managers. Some don’t feel a strong enough need to invest heavily in transportation—perhaps believing it to be a non-critical improvement area that won’t provide sufficient payback. The reality, however, is that cost-reduction opportunities in transportation are not small. In fact, Accenture research has shown that, by implementing global strategies to optimize freight-related spend, shippers can lower transportation costs by up to 25 percent.4 Conversely, life sciences companies with poorly integrated, non-standardized and asset-intensive transportation programs often endure higher costs, struggle to assess and measure performance, and even pay more to comply with an ever-growing list of transportation-related regulations. Such companies also are more likely to make expensive, spur-of-the-moment decisions without fully examining the financial consequences.

Transportation Masters are more likely than most to surmount the above problems. Members of this group typically enjoy higher levels of shipment visibility and therefore security. Their overall supply chain costs may also be lower because they fully utilize transportation resources, control inbound costs, integrate transportation into their operations-planning processes, reduce empty (deadhead) miles, adhere to fixed rather than variable rate structures by deploying third parties, and reduce the use of expedites and expensive modes such as air.

FIguRE 6. Transportation Masters leverage standardization, third parties and a variety of other capabilities to save money and provide superior service.

Global Transportation Maturity

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There are many paths to Transportation Mastery. But for life sciences companies, the most important initiatives may be:

• Embed distribution or deployment-planning capabilities into your transportation operations to verify that shipping capacity is aligned with customer-demand patterns.

• Maximize transportation network visibility by inculcating real-time traceability, service-status updates and cost-monitoring capabilities.

• Establish performance-based supplier-management programs.

• Conduct regular freight-sourcing events to obtain market-appropriate rates and services, and support changing business needs.

• Implement transportation management systems to automate execution and help ensure carrier contract compliance.

Figure 6 illustrates the progression through which life sciences companies typically travel on their way to becoming Transportation Masters.


In-market Optimization

Most life sciences companies operate in multiple countries and therefore should work closely with local customers, distributors, wholesalers, governments, retailers and logistics services providers. These contacts invariably speak multiple languages and represent varying cultures and economic strata. In emerging markets, problems can be particularly stark: geographic barriers, infrastructure limitations and arcane regulations can make “in-market optimization”—building high-quality local/regional sourcing, selling and manufacturing relationships—even harder and more expensive.

Too few companies—within and outside the life sciences field—excel at in-market optimization. As a result, profitably serving local markets is more difficult. Poor market penetration and communication breakdowns compromise sales. Limited forecasting

accuracy inflates inventories. unnecessary complexity raises operating costs. Fragmented governance and regulatory policies complicate global operations and drive up tax and duty costs.

Masters of In-market Optimization have a definite edge. They have created effective, measurable global operations that are complemented by practices and priorities that vary from place to place. These companies are as efficient locally and regionally as they are globally.

There are many paths to becoming a Master of In-market Optimization. But for life sciences companies, the most important initiatives may be:

• Establish a center-led operating model to support in-market operations: balancing global standardization with local market specialization.

• Marshal the tools and capabilities needed to understand local conditions and market intelligence, e.g., transportation networks, logistics practices, tax and duty compliance, and methods for responding to unique customer requirements.

• Invest in relationships with local logistics services providers, regulatory authorities and global trade partners.

• Design key performance indicators to understand and quantify performance objectives and degrees of improvement within target markets. Particularly vital metrics might include “cost to serve” and “total logistics costs as a percent of revenue.”

• Establish a global trade strategy to mitigate regulatory risks and take maximum advantage of local trade incentives.

Figure 7 on the next page illustrates the progression through which life sciences companies typically travel on their way to becoming Masters of In-market Optimization.


FIguRE 7. Masters of In-market Optimization develop local relationships that complement their global strategies, while ensuring greater penetration, economy and competitive advantage.

Optimization Maturity

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Becoming a Logistics MasterThis Accenture Point of View has covered a lot of ground. However, the point is not to imply that life sciences organizations have little chance of achieving Mastery in the various areas we have discussed. The reality is that many firms—drug makers and device manufacturers—have made significant strides and reaped a variety of rewards, including greater efficiency, increased responsiveness, enhanced flexibility and new ways to effectively manage risk. However, worthwhile opportunities remain for almost every life sciences entity. Markets, technologies and events are continuously changing the game, and everyone needs to stay on top of these changes or risk losing competitive edge.

So what should happen first? To get started, companies will need to understand their current level of maturity for each of the six pillars, and also establish future-state goals. That is how to begin identifying the severity of need and the potential for improvement. Next steps include creating targets and developing a roadmap that translates priorities into specific action items. It should also be mentioned that pursuing Logistics Mastery in all six areas may not be essential nor even advisable. However, choosing and erecting the right capabilities is key to achieving two ubiquitous goals: raising revenue and reducing costs. Research confirms that Logistics Mastery can help life sciences companies do both.

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About AccentureAccenture is a global management consulting, technology services and outsourcing company, with approximately 259,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of uS$27.9 billion for the fiscal year ended Aug. 31, 2012. Its home page is www.accenture.com.

Life Sciences PracticeAccenture’s Life Sciences practice is dedicated to helping companies rethink, reshape or restructure their businesses to deliver better patient outcomes and drive shareholder returns. We provide consulting, outsourcing and technology around the globe in all strategic and functional areas—with a strong focus on R&D, Sales & Marketing and the Supply Chain. We have a long history of working hand in hand with our clients to improve their performance across the entire Life Sciences value chain. Accenture’s Life Sciences practice connects more than 10,000 skilled professionals people in over 50 countries who are personally committed to helping our clients achieve their business objectives and deliver better patient outcomes for people around the world.

About Accenture Management Consulting, OperationsAccenture is a leading provider of management consulting services worldwide. Drawing on the extensive experience of its 16,000 management consultants globally,Accenture Management Consulting works with companies and governments to achieve high performance by combining broad and deep industry knowledge with functional capabilities to provide services in Strategy, Analytics, Customer Relationship Management, Finance and Enterprise Performance, Operations, Risk Management, Sustainability, and Talent and Organization. Accenture Operations consulting services help clients develop more dynamic, innovative and high performing Supply Chain and service operations capabilities to enable rapid response to changing customer demands and market opportunities.

References1 “Value Chain Transformation for Life Sciences: Enabling Speed, Efficiency and Product Certainty in a Volatile Market”; Mooraj, van Houten; 2012 www.accenture.com/us-en/Pages/insight-value-chain-transformation-life-sciences-summary.aspx

2 ”Achieving High Performance in the Supply Chain: Inventory Optimization”; Lennox, Devnani, Hajibashi; 2009 www.accenture.com/us-en/Pages/insight-supply-chain-inventory-optimization-summary.aspx

3 ibid

4 ibid

About the authorsWilliam Kammerer is a managing director in Accenture’s Life Sciences Supply Chain practice. Overall, he has more than 24 years of experience helping clients develop and implement Supply Chain strategies across retail, consumer products and life science organizations. Prior to joining Accenture, Mr. Kammerer worked in management consulting and in the transportation and logistics industry. He specializes in logistics management, supply chain network design and integrated planning and fulfillment operations. He is a graduate of Iowa State university where he received his BBA in Transportation and Logistics and he also served as a Logistics Officer in the uS Army. He is based in Chicago.

[email protected]

Jennifer Seeley is a senior manager in Accenture’s Life Sciences Supply Chain practice. Jennifer brings over 13 years of experience consulting with global clients on supply chain management, and she has a specialization in global logistics, operations strategy and integrated transportation management. Prior to joining Accenture, Ms. Seeley was a logistics engineer, working in third-party logistics. She received her BA in Logistics from John Carroll university and her MBA in Supply Chain Operations from the Fisher School of Business at The Ohio State university. She is based in Columbus, Ohio.

[email protected]

The authors wish to thank Hussain Mooraj, Jolyon Austin, Olivier Bonneau, Bruno Pfeiffer, Stephen Laaper, John Morgan, Henry Belcher, Nikki Willett, Alex Cardona and Jacob Snapp for their contributions to this paper.

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Rethink Reshape Restructurefor better patient outcomes How … · 2015-05-23 · FIguRE 2. In the...

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