Driving patient centricity and >$1bn cost savings ​with transformation readiness in global Supply Chain

Vision

To focus on patient value creation, a leading biotech embarked on a digital transformation to create a leading global supply chain with increased efficiency and reduced cost to serve. 

Challenge

• To maintain Industry leading service OTIF, meant very high inventory levels resulting in shelf-life write-offs.​
• Digital TF included a large-scale complex ERP/Nexus integration that had many sub-workstream interdependencies across global/local Supply Chain, IT, Manufacturing, and Commercial.​
• The program had already kicked off, but a self-assessment indicated significant gaps in transformation readiness.

Solution

The company turned to Genioo for its Supply Chain transformation expertise to help with set-up structure and planning and mobilization for digital transformation readiness. Together we:​

• Facilitated Top Team Alignment workshops to discuss current state, interdependencies, and capacity/capability gaps in each workstream. This resulted in executive buy-in on transformation outcomes and agreement on an end-to-end 12-month SC transformation program
• Set up a cross-functional transformation office with a robust governance and clearly defined roles and responsibilities. The structure and delivery engine empowered the internal team to take the lead with Genioo partners on hand to support
• Partnered across global/local workstreams to co-create detailed incremental work plans targeting reductions in inventory and cost to serve, fostering strong team collaboration and initiative ownership
• Built capabilities around continuous improvement, focusing on minimizing waste (especially re-work)​
• Embedded clear financial tracking and a risk/issues log to ensure cross-functional transparency and strengthen collaborative problem-solving.

Impact

In 5 months, we mobilized the teams and built confidence in their transformation readiness. We then transitioned the program back to the internal team knowing they were set up for success to:

• Reduce inventory from 512 to 380 days and save $1bn
• Reduce cost-to-serve from 1.5% to 1.3% and save $80m+.