Driving post-merger digital transformation for a state-owned national pharmaceutical company
Bringing together two businesses can open up a world of opportunity, but consolidating technology platforms and rationalizing the operating model was the first step for this pharmaceutical company. This case study explores how we supported our client when facing new challenges with decentralized and uneven levels of digitalization across its newly acquired entities.
Service
Sector
"Expert views are needed to ensure the functioning of all existing systems, their form of integration with other support systems, as well as the basis for procuring new support systems.”
The Challenge
Following the acquisition of two other entities into their business group, our client encountered challenges with decentralized technology. Multiple legacy systems were in place, compounded by siloed integration design. These factors complicated the development of a planned B2B marketplace.
An evaluation of technology utilization was carried out. Including; Warehouse Management Systems (WMS), Transport Management Systems (TMS), and Customer Service Operations Systems (CSOS).
Gaps in the efficiency of their digital supply chain were revealed compared to market best practices. A two-year execution roadmap was developed to improve operations, mitigate risks, and prepare for the implementation of the planned national digital B2B marketplace across its 70+ distribution hubs in Asia.
The Solution
Through a process of internal and external data collection, we conducted a comprehensive evaluation of their digital supply chain. Our digital maturity assessment evaluated digital vision and implementation across five distinct areas of customer engagement, strategy, technology, operations, and change management. Using this approach enabled us to identify potential risks and inefficiencies as well as opportunities across various technology systems and operating processes.
This information evolved into a definition of key tactical and strategic challenges currently being faced by our client. These served as inputs into targeted recommendations that would deliver impact at the highest root-cause level, effectively addressing all downstream issues in a systematic and comprehensive way.
The Impact
Based on our evaluations, we were able to recommend a Target Operating Model for their digital supply chain across national distribution centres and 70+ hubs in Asia. The effectiveness of the WMS, TMS, and CSOS were compared to industry best practice and their fit for purpose. This work culminated in the execution of a two-year roadmap that would enable our client to reach full digital maturity across operations and technology.
Bringing clarity and focus to the key challenges that they faced enabled us, together, to address the client’s mandate to create their first integrated digital health service ecosystem. A clear future state was envisioned, and a feasible roadmap was defined and put in place to help them to get there.
