Logipharma 2015 (past event)
19 - 21 April, 2016
Contact Us: 44 (0) 207 368 9465
Thursday 16th April 2015 - Main Conference Day Two
08:00 - 08:45 Morning coffee
08:45 - 09:00 Chairman’s opening address and business card exchange
09:00 - 09:30 OPENING KEYNOTE: Our story: Practically implementing a long term supply chain transformation programme to match changing market requirements and business priorities
- How our business characteristics have changed in the last 2 years and what this meant for our supply chain
- How did we cope with lower price points and increasing fluctuating demand in emerging markets whilst preparing launch of new innovative products at the same time. en our products went off patent:
- What supply chain models did we look at for our new and established products, including segmentation: What has worked and what hasn’t?
- Examining the strategies we put in place to increase agility, reduce lead times and reduced inventory to release working capital
09:30 - 10:00 Rethinking the future of supply chain following the latest market developments: What are the practical impacts?
• Middle East Africa economic and business outlook and what it means for corporate strategies
• How are companies trying to conquer MEA and what are the main strategic and operational challenges?
• Corporate results in the pharma/health sector by country and corporate expectations
• What companies need to do today to outperform competition in MEA in the future?
• Why will competition get significantly worse in the coming years?
• Determining what needs to be invested in now to ensure future supply chains can meet capacity requirements
• How are companies trying to conquer MEA and what are the main strategic and operational challenges?
• Corporate results in the pharma/health sector by country and corporate expectations
• What companies need to do today to outperform competition in MEA in the future?
• Why will competition get significantly worse in the coming years?
• Determining what needs to be invested in now to ensure future supply chains can meet capacity requirements
10:00 - 10:40 IN-DEPTH INTERVIEW: Pharma supply chain 2025: Where will we be? Predicting the future of supply chain following the latest pharma trends
- Can supply chain really impact revenue for the company and how will this change in 10 years’ time?
- Will supply chain have a greater influence on market access in 10 years’ time and how?
- What are the predictions for direct to patients, hospitals and pharmacy – what’s being implemented and how will this affect supply chain in 10 years’ time?
- What strategies are being put in place to manage the supply chain for drastically changing product portfolios?
Danny Hendrikse
Vice President, Intercompany Operations, Global Supply Chain & Portfolio MaPfizer
10:40 - 11:20 Morning Networking Break
These bespoke sessions, run by an expert thought-leader in each area will provide you with the unique opportunity to discuss with your peers and address your specific concerns. Prepare your questions for the discussion hub leader and you’ll leave the session armed with fresh inspiration, advice and a bespoke, practical toolkit.
Hub 1: Packaging and artwork
Hub 2: Sustainability and business continuity management
Hub 3: Parallel trade
Hub 4: Change Management
Hub 1: Packaging and artwork
Hub 2: Sustainability and business continuity management
Hub 3: Parallel trade
Hub 4: Change Management
11:20 - 11:40 The 'Logistics Control Tower' - High quality and lean integrated solutions within supply chain
What does an integrated solution look like and how can you use it to your advantage?
How to improve your KPIs through strategic account management.
What the future of business solutions looks like.
11:40 - 12:20 IN-DEPTH INTERVIEW: How to differentiate your company: A customer insight into disrupting the traditional healthcare model to prioritise the patient
- What’s changing in the traditional healthcare model in Europe to prioritise the patient - and what does this mean for pharma supply chain?
- What does the customer most value when managing receipt of drug products – what has pharma not yet considered?
- What is difficult or irritating for the customer when managing receipt of drug products and how can this be avoided?
- How to best interact with each customer to find out what they most need
12:20 - 13:25 Networking lunch/ MASTER CLASS: Predictions 2020: Life Sciences Supply Chain
An invaluable opportunity for you to turn theory into practice by applying your knowledge in an experienced classroom environment. Each master class is moderated by a leading practitioner and is open to a 25 – 30 active participants who form part of a high level interactive discussion. Join a master class and take part in the conversation to move your industry forward.
Deloitte’s Healthcare and Life Sciences Predictions 2020 report – how will these predictions shape the life sciences supply chain of 2020?
Exploring the future of shifting industry priorities and diminishing geographic boundaries
Examining the evolution of an informed health consumer
How will technology be a game-changer over the next five years?
John Morgan
Director, UK Strategy & Operations Consulting, Life Sciences Supply ChainDeloitte
13:25 - 13:30 CHOOSE YOUR TRACK: A, B OR C
Reimagining network design, optimisation and governance
13:30 - 13:40 Chairman’s opening addressIgniting partner and cross-company collaboration
13:30 - 13:40 Chairman’s opening address
Rethinking forecasting and inventory management
13:30 - 13:40 Chairman’s opening addressAndy Evans
Head of Macclesfield Site UKAstraZeneca
TRACK A
13:40 - 14:00 DRILL-DOWN ROUND TABLES: Examining solutions in order to optimise your network
These informal subject-specific roundtables give you a unique opportunity to drill down into the details of the solutions to optimize your network that most interest you. Each roundtable is limited to 10 people for maximum interaction and is designed for you to meet like-minded peers and source practical solutions collaboratively.
Table 1: Software for supply chain optimization
Table 2: Sharing practical solutions for an optimised network
Table 3: Network design: postponement and primary distribution
Ulrich Korneck, Director Strategic Planning in Inhouse Consulting, Merck
Table 4: How can you ensure visibility and compliance in your outsourced distribution network?
Table 1: Software for supply chain optimization
- What are the key criteria for choosing the best software for supply chain optimisation?
- Which types software work best for integrated supply chain optimisation?
- How can you put a strategy in place to ensure your software investment is as cost effective as possible?
Table 2: Sharing practical solutions for an optimised network
- What are the main challenges and how can they be overcome?
- What solutions have worked well and not so well?
- What has been learned and what would be done differently next time?
Table 3: Network design: postponement and primary distribution
Ulrich Korneck, Director Strategic Planning in Inhouse Consulting, Merck
Table 4: How can you ensure visibility and compliance in your outsourced distribution network?
- What are the best strategies for increasing visibility in the distribution network – what has and hasn’t worked?
- What are the best methods to monitor 3PLs, manufacturing and warehouses?
- How can you ensure a cost effective way of ensuring visibility and compliance?
TRACK B
13:40 - 14:00 How to evaluate, develop and build strong relationships with your suppliers to optimise supply chain strategy - Including designing a robust Supplier Performance Management System-
Examining how the pharma-service provider relationship is changing and what this means for supply chain strategy
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What has worked well and not so well in designing a robust Supplier Performance Management System?
Examples of how to engage key stakeholders from quality, production and sourcing to act as one voice towards the suppliers
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How to effectively work with your provider to improve reliability and quality
Kristian Sibilitz
Vice President, Global Supply ChainLundbeck
TRACK C
13:40 - 14:00 COMMUNITY FORUM: Examining how to implement a demand driven supply plan into the distribution network: Moving from S&OP to Integrated Business Planning (IBP)
TRACK A
14:00 - 14:20 Stream A continuedTRACK B
14:00 - 14:20 Establishing a strong relationship between supply chain and procurement to effectively source, manage and work with supply chain service providers- Digital trends to effectively manage your supply chain and partners
- Develop new business models with your suppliers to stay efficient
- Impact of customer centricity to the future role of a supply chain service provider
TRACK C
14:00 - 14:20 Stream C continued14:20 - 14:50 Afternoon networking break
TRACK A
14:50 - 15:10 How should you best work with commercial and medical colleagues to optimise the network and channel strategy across EMEA?- When and how to engage with commercial and medical colleagues?
- What data can the commercial department supply to help analyse customer requirements?
- Best approach for mapping and identifying network & channel choices with the commercial departments
- How to best work with commercial to practically implement a solution that matches products with market requirements?
TRACK B
14:50 - 15:10 COMMUNITY FORUM: How can you make the most of your outsourced strategy within your distribution network: How do you get true cost-benefits, how do you overcome the reduced level of control and when should you make a change in strategy?- Real examples of business cases to understand the true cost-benefits of outsourcing?
- In hindsight what are the negative aspects of outsourcing – (including level of control and quality oversight)
- What are the main challenges in reorganising your distribution hubs – is it worth a change in strategy?
- How to decide whether to make decisions and work with service providers through the global office or local offices
TRACK C
14:50 - 15:10 AstraZeneca reveals: How the supply chain has been transformed to master increasing volatility and create responsiveness in product supply- Examining how AstraZeneca’s global production planning template program has been implemented to reach the AstraZeneca supply chain vision for efficient and stable product supply at higher velocity to lower inventories
- Transforming the supply chain to the vision state effectively meant to perform a global standard definition and realization of core manufacturing planning processes integrated into the global supply chain planning
- Exploring how a set of operational improvement levers as well as globally defined LEAN planning methodologies (adapting levelled flow and Rhythm Wheel manufacturing processes supported by a harmonized and standardised planning system) helped to achieve this
TRACK A
15:10 - 15:30 Implementing an end-to-end supply chain transformation programme for rapidly expanding portfolio of $10billion to $20 billion
•Developing and implementing strategic supply chain initiatives required to support a rapidly expanding product/geographic portfolio
•Identify Process, Technology and People changes required to manage a complex global supply chain
•Benefits expected from the Transformation
•What are the critical transformational success factors
•Identify Process, Technology and People changes required to manage a complex global supply chain
•Benefits expected from the Transformation
•What are the critical transformational success factors
TRACK B
15:10 - 15:30 Stream B continuedTRACK C
15:10 - 15:30 Which strategies are most effective for managing forecast variations in a fluctuating market?- Critical strategies to be prepared against unexpected market changes
- Protecting against stockout with best use of replenishment strategies in a cost-effective manner
- Handling of tender business in a fluctuating market
15:30 - 16:00 CLOSING KEYNOTE SESSION: LEGO: Our journey – How we transformed our supply chain to be consumer and customer driven
- How to find out what your customer wants, needs and expects – and how can your supply chain deliver
- Examining the major changes we made to our supply chain design to be more responsive to customer demand and trends: What worked well and not so well
- How we worked with marketing to effectively use customer data to integrate back through the end-to-end supply chain
- What procedures were put in place to prepare for unexpected changes – what worked well and not so well?
