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The challenges and opportunities facing the life sciences industry have changed very little in the last five years: drug pipelines and R&D spend continue to shrink, growth has shifted overseas, generics continue to increase competitive pressure, and the regulatory environment continues to evolve. However, it is those companies who are able to define who they are and align their business around their core strengths that will emerge as leaders.
Life Sciences : 2011 Industry Outlook
2011 promises to bring no rest for the weary. With general opinion of the industry down on both Wall Street and Main Street, Life Science companies face a tough road. Wall Street is worried about the patent cliff and lack of replacement revenue leading to increased pressure on profits. Ironically, the public commonly views Life Science companies as too focused on profits instead of the safety and integrity of their products.
SAP Delivers Business Value for Commercial Product Launch
Auxilium teamed with Clarkston for this initiative because of Clarkston’s extensive knowledge of the biotech industry and its compliance and regulations challenges, as well as Clarkston’s SAP business solution and technology expertise. Clarkston was also a good fit because of its experience in helping emerging companies that are in varying stages of development.
This R&D-driven global pharmaceutical company aimed to comply with regional and country specific legislation and meet the existing U.S. State of California Electronic Pedigree legislation in 2015. Our client chose to initiate a Serialization and Traceability solution in February 2011 by implementing SAP’s Auto-Id Enterprise system.
Getting to a Billion or More
The industry news is dominated by large, Tier 1 consumer goods (CG) companies, yet the majority of CG manufacturers are actually small to mid-sized companies (SMB) that must compete with giants for their share of shelf, wallet and mind. These SMBs often face the same challenges as their larger competitors when dealing with retail customers and end-consumers, yet have far fewer resources in terms of both dollars and labor, and cannot afford to experiment or fail.
Agribusiness Leader Readies for the Future
With Clarkston’s experience and partnership, Seneca Food’s disjointed system architecture has been replaced by an integrated SAP ERP platform that will support strategic, integrated solutions; respond to customer and regulatory needs; and allow additional growth. It also establishes a single set of core business processes across all plants and distribution facilities that are scalable, efficient and based on proven industry best practices.
Quick Fixes Won’t Work Anymore, a Proactive Approach Will: How to Build Quality to Achieve Operational Excellence
FDA advocates Quality by Design, but what’s the right approach? Companies who rely on quick fixes to address regulatory inspections are often burdened with solutions that compromise efficiency, compliance, or possibly both. By adopting a proactive approach to quality, you can improve customer satisfaction, reduce costs, and gain a stronger, more strategic advantage.
Powering Growth Through DSD: The Grocery Manufacturers Association, AMR Research, Clarkston Consulting and Nielsen
Over the course of 2007, Clarkston Consulting conducted more than 41 interviews with suppliers, retailers, technology and data providers and examined more than 100 sources of research to gain insights into current state and perceptions on the evolution of DSD. In addition, Clarkston analyzed syndicated data provided by Nielsen and Company to formulate quantitative observations on the performance of DSD in today’s retail and CPG supply chains.Also, late in 2007, AMR Research partnered with GMA to conduct an online survey to better understand suppliers’ and retailers’ current perceptions of the DSD model.
It’s clear that the Pharmaceutical industry’s traditional business model, built on blockbuster drugs, is no longer working. As companies in this industry transform their strategy, it is critical to remember your operations must also evolve to support the new model.
Crude Planning: Strategic Planning for Oil & Energy Uncertainty
Before the economic downturn, crude oil was on a predictable rise as demand grew across the globe. Emerging countries like Brazil, Russia, India, and China were booming while the U.S. and Europe remained consistent consumers of oil. Planning for energy costs wasn’t complicated, but that was before the price of oil reached $147 a barrel. With oil prices fluctuating wildly, energy planning is riskier, and previously successful coping strategies – like hedging – are now more uncertain. Companies, especially consumer goods firms, need to understand the impacts of oil price fluctuations in order to plan for the effects they might have on their income statement.