In the post-COVID recovery route, pharmaceutical organizations are focusing on network risk management, being more agile, making operations more transparent, and creating the future workforce. Many in the industry, however, were extraordinarily responsive during the COVID-19 pandemic. Leaders in the pharma industry have joined together to facilitate the cross-border supply of critical medicines and raw materials, manage labour safety, and deal with changing government regulations, all while preparing for new vaccines and therapeutics.
Setting Strategic Goals for Rapid Response:
Most businesses have also established crisis-response command centres to effectively manage and bring normalcy to a rather chaotic situation. Companies can begin to assess the potential measures for turning their attention to speedy recovery and the path to the new normal as a reaction to the crisis. This is anticipated to bring in significant changes in the pharmaceutical industry.
Network strategy has evolved at the industrial level. As the attention changes to the cost implications of location risk, landed costs are no longer the most important parameter. As the pandemic has demonstrated, supply chains can be jeopardized when they are overly reliant on an area that is prone to damage. Shifting production locations closer to end markets or to lower-risk countries that are less susceptible to disruption is now a standard risk mitigation strategy.
Digitalization for resilient operations:
Because of the rising usage of digital tools, telehealth, and app-based ecosystems, supply chains are becoming more patient-centric. Companies are focusing more on operational resilience and accelerating initiatives that enable more agility, including workforce agility. As workforces become more remote and distributed, transparency can be established through the deployment of digital and analytics tools along with automation at the individual company level.
Companies will seek more transparency across the value chain and create more responsive operating models in response to risk mitigation objectives. Companies that rely on digital and analytics-driven solutions will be benefitted at large as a result of the changing phenomena. If international transparency on stockpiles of crucial (and maybe all) pharmaceuticals and medical supplies becomes the norm, digitalization will play a critical role.
Agility for increasing production:
The complex manufacturing processes with different types of equipments and systems are controlled by integrating technology and optimum resources to increase productivity. Manufacturing and warehouse automation will play a key role in the future, improving data availability and, more significantly, reducing dependency on humans.
Agility has to be a distinguishing aspect of a resilient strategy, particularly in product transfers and new material validation. Traditional pharmaceutical procedures will give way to agile models, which will allow for faster response times in the event of an emergency.
Improved medical-equipment approval, quality and risk-assessment processes for new material qualification and validation, remote monitoring for site quality audits. And faster adoption of electronic batch records are a few examples of an agile model of the Pharmaceutical Industry.
With our customized solutions within the GMP and regulatory frameworks, pharmaceutical manufacturing organizations. They have been able to overcome these challenges via the Organizational Transformation Framework by Faber Infinite Consulting. Contact us to know how the improvement journey can be accelerated for your organization as well.
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Written by Faber Aleena & Compiled by Faber Mayuri
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