Regardless of where your organization operates in the pharmaceutical supply chain, chances are that your successful outcomes are a product of (1) internal expertise and (2) beneficial partnerships.
Just as the skilled and specialized surgeon relies on a complementary partnership with an equally specialized anesthesiologist during surgery, your life sciences organization likely relies heavily on supply chain partnerships to bolster your expertise and create additional value to your downstream partners, including the end-user patients.
Synergies amongst these partnerships are a potential reality. But, if you’re struggling to achieve legitimate value, take advantage of this 3-step process to strengthen your Supply Chain partnerships:
Evaluate. Assess your partner’s strengths. Important, yes. But, don’t spend all of your time on this; look inside your own organization to see how your partner’s strengths complement your own. Both parties, and their collective strengths, must be evaluated together in order to form a strong link in the supply chain.
Define. Is your partnership clearly outlined in your quality agreement? Allow the quality agreement to serve as a roadmap for ensuring adequate accountability on both sides. The agreement should focus on the responsibilities of both your partners as well as your own organization in order to facilitate seamless interactions.
Utilize. When possible, utilize your partner’s existing processes to allow the organization to work within its area of expertise. Properly leveraging your partner’s processes can lead to less disruption on both sides, along with cumulative value.
Not only can this process strengthen and add value to your supply chain partnerships, but these synergies also create benefits of efficiency and safety that will ultimately impact the end-user patients. Seem far-fetched? We were skeptical too, until we implemented the process ourselves.