Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Supply chain strategy
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Being presented with the problems in the implementation of the SAP ERP system, it is evident that Novartis Pharmaceuticals requires a comprehensive action plan that resolves key issues and the underlying problem. Refer to Exhibit A for a graphical representation of the action plan. Re-design invoice processes to integrate with materials requisition and payment processes In order for the SAP system to be used effectively at Novartis, they must first re-design the invoice process to better integrate with the software. Currently, the process is inefficient and is thus resulting in a backlog of overdue bills. By focusing on business processes first, Novartis can eliminate this concern, ensuring the system automatically makes payments before they are due. This action step will begin immediately as it is necessary to start this transformative process right away so that the new software upgrade is centered …show more content…
It is clear that all requisitions need to be channeled through the materials procurement department. By centralizing the purchase decisions, Novartis can obtain larger discounts from suppliers saving about $5 to $6 million. or this action step, it is necessary to start this transformative process immediately so that the new software upgrade is centered around this change. You, the CIO, should recommend this decision as it falls under your domain, and the end decision shall be improved by the individual CEO. Jane Simpson, head of accounts payable and materials procurement should be consulted as this re-design shall directly affect her department. The rest of the department team and well as business information managers should be informed of this decision. F Implement SAP software upgrade across all
Background: Merck & Co. is an American pharmaceutical company and one of the largest pharmaceutical companies in the world. In 1971 the United States approved the use of an MMR vaccine made by Merck, containing the Jeryl Lynn strain of mumps vaccine. In 1978 Merck introduced the MMR II, using a different strain of the rubella vaccine. In 1997 the FDA required Merck to conduct effectiveness testing of MMRII. Initially it was over 95%; to continue the license; Merck had to convince the FDA that the effectiveness stayed at a similar rate over the years.
An Analysis of GlaxoSmithKline The business that I have done research into is GlaxoSmithKline. This company is a globalised research-based pharmaceutical public limited company. Its ownership structure has changed a great deal since the original company was first established in 1715. Originally a pharmacy, the company has expanded, merged with and taken over other companies over the decades.
Pfizer is one of the largest pharmaceutical companies in the world, its headquarter locates in the US. Pfizer financial report of its fourth-quarter claim a 3% decline in sales diverted to $13.12 billion from Q4 2013 and recording a 4% decline in adjusted profit per share to $0.54 [35]. The challenges that Pfizer face can be generalized to an industrial challenge and the global economic environment challenge [29]. For intellectual rights, Pfizer products, including BeneFIX, ReFacto, Xyntha and Enbrel will have to compete biosimilars (also referred to as follow-on biologics) in the future just when competitors obtain marketing approval for biosimilars or when patent expiated [29]. There are other challenges that put Pfizer
Bob Marsh, a former detailer (product specialist and sales associate) of Kramer Pharmaceutical was fired because of failure to comply with company protocol. Marsh worked at Kramer Pharmaceutical for 12 years and was considered a hard working, well established detailer. He possessed excellent references and credentials, however Marsh was asked to resign after failing to make several changes in his behavior. Although it was a little unconventional, his methods have worked well for him for 12 years. This matter of termination would have not even been an issue, if irate customers did not complain on Bob Marsh's behalf.
The Consumer and Industrial Products, Inc a company where their headquarters is based in the United States , also doing business internationally with facilities in Europe, Asia and South America. They are a manufacturing company what produced well known products to individuals and industries. This company is experiencing a great deal of trouble with their internal Payable Audit System (PAS) and how it would purchase goods; receive goods and pays for them. They are challenged with the redundancy and the lack of productivity to their system. They were finding ways to lower costs and eliminating steps in how these processes are getting accomplished. They decided that they needed to change their system and the way they did things at their business. There are some people, their roles and departments that will be closely involved with the process of this project. Some of these important roles will come from Ted Anderson director of disbursements, Peter Shaw the user project manager and Linda Watkins project director for the Payable Audit System (PAS). In addition, the Steering Group and the IS management department will have some important roles to the project too. Finally, there will be several major problems with the development of the project and how the one person would deal with these issues.
The next thing I would like to deal with would be the supply chain inefficiencies. I would like to update our system to ensure we are not creating any unexpected expense because of a poor ordering system. I would like to update our ordering system to being totally electronic and have the ability to ensure we have correct on hands to we do continuously order the same products resulting in unnecessary expenses. Finally with the update on our ordering system it will help ensure that we are rotating our merchandise properly to ensure we do not have any expired or defective products. All of these changes would help create a
With the increased cost of manufacturing, pharmaceutical companies have been divesting in their smaller or less profit making operations and focus on large segments. Many Pharmaceutical companies sold their manufacturing sites to contract manufacturing organizations. The dynamics of interfacing with contract manufacturing organization added intricacy in pharmaceutical supply chain network of pharmaceutical companies.
Case Study: Eli Lilly The pharmaceutical business could be one of the most difficult businesses to stay successful in, and Eli Lilly is attempting to stay successful by dealing with some big problems and important decisions. The biggest problem we face is that we will be losing 75 percent of our annual revenue in the next seven years, so we need to find a way to replace or replenish the revenue we will be losing. While making the plan for solving that problem, there are a few factors we need to consider. One is we cannot increase employment of any kind, in fact we recently had to lay off some of our workforce.
Pfizer Case Study Pfizer Inc. is a large pharmaceutical company that engages in the discovery of new technologies, the manufacture of prescription and "over the counter" (OTC) medicines, as well as the marketing of such products. It operates in three distinct segments that include Human Health, Consumer Healthcare, and Animal Health. For fiscal year 2004, the company generated approximately $53 billion in revenue that contributed to over $11 billion in net income. Pfizer, 2004. "The 'Pfizer'" The Cow and Calf division of the Animal Health segment markets its products direct to cattle ranchers.
At the moment, Enterprise resources planning (ERP) systems had become important systems in the modern business world. The meaning of ERP itself is an integrated software package composed by a set of standard functional modules (production, sales, human resources, finance, etc.) developed or integrated by the vendor that can be adapted to the specific needs of each customer (Esteves et al. 2000).
The original case was about Chiron, a biotechnology company, in the United States. Chiron was acquired in 2006 by Novartis, a Swedish company formed by the merger of Ciba-Geigy and Sandoz Laborites. Since Chiron itself no longer exists, we have focused our case around Novartis as of 2013. Novartis specializes in diagnostic services, generic and name brand medications, ophthalmological tools, as well as a small segment in pet health. The business prides itself in producing the latest drugs, hiring the best talent, and being a global leader in the pharmaceutical industry. Over the years the company has survived by focusing on its internal development in addition to a series of mergers, acquisitions, and corporate restructurings. Being a pharmaceutical company, the entire population is impacted: patients, physicians, employees, hospitals, and investors are some of the most important stakeholders.
As the leading global pharmaceutical company, Pfizer continues to focus on manufacture and sale of biopharmaceutical products. Pfizer’s global portfolio includes medicines and vaccines, as well as consumer healthcare products, working across developed and emerging markets in colloboration with healthcare providers, governments and local communities and much less in alliance and co-promotion with other companies. In this highly competitive and regulated industry, which is faced with a series of challenges.
“An Enterprise resource planning (ERP) systems are software systems for business management, supporting areas such as planning, manufacturing, sales, marketing, distribution, accounting, finance, human resource management, project management, inventory management, service and maintenance, transportation, and e-business”.( Haag, Cummings, Phillips, S, M, A (2007). Mangement Information Systems. New Yory, NY: The McGraw-Hill Company Inc..)
“From early on the ambition of ERP-systems has been used to integrate all transaction systems within the one system which combines all information and practices across full organisation, and gives proper information for decision-making in real-time” (Bjorn-Andersen & Johansson 2007)
SAP implementation is a huge undertaking for any company, big or small. The one thing that every company wants to see during and after this implementation is benefits to their business. The biggest result they are looking for is a tangible or measurable benefit as these are easily identifiable and make the task of proving the reason for the hefty investment in SAP much easier. The question becomes how does a company go about seizing the benefits of SAP? There are several keys to seizing this benefit and those include discovering the hard dollar benefits, avoiding common pitfalls in a SAP implantation, and finding the intangible benefits.