Autologous and Allogeneic Cell Therapy Industrialisation ¨C Overcoming Clinical Manufacturing Hurdles Early
A presentation by Chief Operating Officer, Dr Stephen Ward
This document outlines proposals to optimize the supply chain of Medical Technologies Corporation (MTC) in order to save costs and compensate for a new medical device tax. Key proposals include establishing in-house sterilization, reducing inventory levels through a just-in-time approach, implementing smart kiosks and RFID tracking at hospitals, rationalizing sales commissions, and forming long-term partnerships with hospitals. These changes could reduce costs in operations, logistics, and sales to achieve the required savings while improving customer service and positioning MTC for future growth through potential mergers or acquisitions.
This document outlines proposals to optimize Medical Technologies Corporation's (MTC) supply chain operations in order to save costs and compensate for a new medical device tax. Key proposals include establishing in-house sterilization, reducing inventory levels through a just-in-time approach, implementing smart kiosks and RFID tracking at hospitals, rationalizing sales commissions, and forming long-term partnerships with hospitals. These changes aim to cut costs in manufacturing, logistics, and sales in order to achieve the required 2.3% cost savings while improving customer service and positioning MTC for future growth through potential mergers and acquisitions.
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The document discusses different supply chain strategies including push, pull, and push-pull strategies. It explains that traditional push strategies involve production decisions based on forecasts which can lead to problems like inability to meet changing demand, obsolescence, and the bullwhip effect. Pull strategies are demand-driven and involve producing to actual customer orders, reducing inventory levels and variability. Push-pull strategies take a hybrid approach, with early stages replenished by forecasts and later stages based on actual orders. The document also discusses factors to consider in selecting the appropriate strategy, such as demand uncertainty and importance of economies of scale.
DSV Healthcare Solutions provides warehousing, delivery, and quality services for various healthcare sub-sectors including bio pharmaceuticals, medical devices and diagnostics, medical products and personal care, and hospitals and care homes. Their services include FEFO picking, clinical trial management, next day delivery, hazardous goods facilities, repacking, product labeling, kitting, recall management, and more. They maintain certifications and standards including GMP, GDP, ISO 13485, and operate cGMP and cGDP compliant facilities with conditioned controlled storage and transportation.
This document discusses the implementation of oesophageal Doppler monitoring (ODM) to guide fluid administration for major surgery patients at three NHS hospitals between 2008-2009. It finds that using ODM:
1) Reduced length of hospital stay by 4 days on average and critical care use by 17-42% compared to pre-implementation patients.
2) Decreased complication rates like re-admission by 25% and re-operation by 43%.
3) Was successfully adopted through engaging management and clinicians, training staff, and demonstrating improved outcomes from a controlled initial rollout.
The ascendancy of supply chain
In 2005 Gartner released a survey that showed that over 50% of the supply chain is now managed outside of the enterprise. It is no longer an internal function and the success of the business is now down to the success of the extended supply chain. So what does this mean for todays Supply Chain and logistics leaders? How must you adapt to change and what should you expect?.
Learn about
The increasing awareness of supply chain
The ascendancy of supply chain leaders to the board room
How to sell your SCL function to internal business functions
Changing the CEO's view of SCL from a cost to a value added process
The document outlines 10 major trends currently impacting the biotech industry: 1) Biotech pipelines are becoming more diverse with a range of new platforms; 2) Biotech companies are breaking away from large pharma firms; 3) Cell therapies are gaining ground with promising clinical trials; 4) Biosimilar regulatory frameworks are expanding globally; 5) Antibody drug conjugates are on the rise; 6) Flexible fill-finish facilities are becoming the norm; 7) Alternative facility delivery models are being sought; 8) Biotech is embracing continuous processing; 9) Single-use technology is growing for commercial supply; and 10) Biotech is moving towards customizable "iTunes-style" solutions. Each trend faces challenges
This document discusses how a generic pharmaceutical manufacturer improved its supply chain performance through the use of key performance indicators (KPIs). It implemented KPIs related to customer service, inventory levels, production costs, transportation costs, and supplier performance. Integrating these KPIs into manager and staff objectives helped achieve supply chain goals. Steps were then taken to improve KPIs, such as standardized shipping documentation, inventory policies, production scheduling, and supplier evaluations. Graphs show how performance improved across factors like inventory levels, order fulfillment rates, delivery times, production growth, and supply chain costs as a percentage of sales.
This document provides details about the Cleveland Clinic, including its service concept, focus on customer involvement, employee management practices, operations design, sources of funding and support, past expansion efforts, future opportunities, and core competencies. The Clinic aims to provide high-quality, multi-specialty healthcare using medical expertise, innovative technology, clinical research, and education. It manages operations through specialty centers and teams, monitors outcomes, and employs strategies to engage customers and train/evaluate employees. The document discusses the Clinic's previous expansion to Florida, and potential future opportunities through partnerships with Canyon Ranch, opening a facility in Canada, or collaborating with projects in Abu Dhabi.
Describes the factors creating the need for greater flexibility in sterile injectable manufacturing, problems with conventional aseptic filling technologies and innovations that provide a flexible, scalable model for pharmaceutical manufacturing.
This document discusses WWL's proposed Medilogistics solution for Ranbaxy's retail and specialty pharmaceutical products. Medilogistics would provide an integrated platform for patient relationship management, counseling, last-mile deliveries, and visibility tools. It would serve as a 4PL partner to enable an alternate distribution channel for Ranbaxy's products while complying with regulatory requirements. The solution aims to improve product availability, information flow, and the relationship between patients and the pharmaceutical company. A proof of concept is proposed to demonstrate capabilities in data collection, marketing, home deliveries, and customer feedback.
The document summarizes how Pitney Bowes has assisted three UK healthcare organizations transform their operations through digitizing physical documents and records. Specifically:
1) For one NHS trust, Pitney Bowes automated patient correspondence which reduced labor costs and improved mail sorting and delivery.
2) For the NHS Business Support Authority, Pitney Bowes implemented an advanced scanning solution to digitize up to 80 different document types in medical record packets, improving productivity.
3) For a northeast NHS trust, Pitney Bowes helped digitize all medical records on schedule to enable their relocation to a new facility, improving patient care through online access to records.
Public Health England is responsible for several NHS screening programmes in the UK. This document provides updates on sickle cell and thalassemia screening, infectious disease screening, and general screening topics. Key points include new standards and service specifications being developed, educational training courses and resources being offered, issues with data collection and reporting, and a reminder about signing up for the screening programme blog for updates.
Public Health England is responsible for several NHS screening programmes in the UK. This document provides updates on sickle cell and thalassemia screening, infectious disease screening, and general screening topics. Key points include new quality assurance processes and educational resources for sickle cell and thalassemia screening, upcoming changes to standards and data collection for several screening programmes, and information on training courses and an online screening blog for continuing professional development.
Barcode scanning technology allows for formulary-specific ordering customized for a hospice organization. It also supports keeping field staff prepared with kits for wound care, incontinence, start of care, and personal care. Currently, patient-specific medical supplies, durable medical equipment, and pharmacy services are provided by separate standalone companies, resulting in duplicative logistics costs, poor coordination, and wasted provider time. A new integrated platform and web portal can coordinate logistics and data to provide a more sophisticated approach, ordering and managing durable medical equipment, pharmacy supplies, and medical products on one platform for improved order and patient management. It generates various reports on supply costs, formulary usage, revenue codes, and custom reports.
Schneider Electric Presentation at Supply Chain Insights Global SummitLora Cecere
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The document discusses the launch and goals of the Cell Therapy Catapult. The Catapult was launched to address barriers to commercializing cell therapies in the UK and grow a substantial cell therapy industry. Its goals are to increase the number of cell therapies in clinical trials, create investable companies and propositions, and demonstrate that the UK is a leader in cell therapy development. It will provide various services to support companies and aims to build a ?10 billion cell therapy industry in the UK.
Prof Clive Badman OBE
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Aeronautic manufacturing industry is facing huge challenge : quick ramp up, new product launch.
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This presentation is based on a similar experience coming from another sector : automotive industry.
Don't hesitate to contact me for any feedback or interest
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In 2005 Gartner released a survey that showed that over 50% of the supply chain is now managed outside of the enterprise. It is no longer an internal function and the success of the business is now down to the success of the extended supply chain. So what does this mean for todays Supply Chain and logistics leaders? How must you adapt to change and what should you expect?.
Learn about
The increasing awareness of supply chain
The ascendancy of supply chain leaders to the board room
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1. LAST MILE CHALLENGES
IN SUPPLY CHAIN
7th Pharma Supply Chain & Logistics Innovation
Programme 10¨C11 May 2022 ¨C Courtyard Basel by Marriott,
Switzerland
Philippe GERWILL, Executive
Advisor
2. AGENDA
1. Key last mile challenges
2. Lessons from a pandemic
3. Improving last mile delivery models
4. Alternative last mile delivery models
5. Q&A
3. A FEW KEY PROBLEMS THAT MAKES
THE LAST MILE ALWAYS THE LONGEST
? Cost of last mile deliveries
? Lack of transparency
? Poor granular tracking
? Failed deliveries
? Inefficient routing and lack of route optimization
? Unpredictability in transit
? Lack of proper delivery infrastructure
? Outdated delivery tools and technologies
KEY LAST MILE CHALLENGES
4. SOME OF THE KEY CHANGES
(VACCINES)
? High costs were not THE key challenge anymore
? Cold chain challenges became standard
? Higher investments
? Shifts in demand planning including the patients
? Adding manufacturing facilities
? Transforming the distribution network
? Opening new small and big vaccination centers
? Adding additional resources and manpower (doctors,
pharmacists, volunteers etc¡)
LESSONS FROM A PANDEMIC
5. KEY AXES TO ADDRESS
? Improve customer-warehouse proximity
? Additional cold chain capacity preparation
? Ship smaller volumes
? Communicate with communities
? Invest in technology for delivery optimization
? Optimize delivery vehicle routes and dynamic vehicle
routing
? Communicate with customers in real-time
? Tap into local courier network
? Implement effective real-time delivery tracking system
IMPROVING LAST MILE DELIVERY MODELS
6. LEVERAGING ADDITIONAL
INNOVATIONS
? Artificial intelligence and last mile logistics
? Alternative transportation and logistics methods
? Drones
? Delivery robots
? Harness the gig economy transportation workforce via
crowdsourcing apps
? Parcel delivery lockers
? Smart mailboxes
? IoT, RFID, sensors and smart technology providing parcel
traceability
ALTERNATIVE LAST MILE DELIVERY MODELS
7. CONTACT INFORMATION
QUESTIONS & ANSWERS
Philippe GERWILL
philippe.gerwill@fusion-cons.com
philippe.gerwill@gmail.com
Mobile: +33 6 06 92 84 79