Pharmaceutical Producer Saves $1.6M annually through Role Reorganization

A Global pharmaceutical company that produces high quality affordable medicines for the international market.

$1.6M

benefits identified

40,000 hours

FTE capacity increased

Challenge

Our client had experienced high turnover and was facing pressure from investors to meet tight deadlines and achieve financial milestones. Underdeveloped processes and inadequate reporting structures limited the organization’s ability to meet internal KPIs and effectively execute procurement strategies. Additionally, a lack of clearly defined roles and accountabilities meant that this organization would be unable to meet new regulatory compliance changes, especially with their proposed move to third-party manufacturing.

Discovery

Our team worked closely with this organization to understand their current state and the issues impacting frontline employees in the execution of their work. We also examined the client’s organizational structure to define where the lack of accountabilities and responsibilities had led to substandard execution. In addition, we assessed third-party manufacturing options. Several opportunities were identified, and the following initiatives were implemented:

Aligned strategy to achieve objectives while remaining consistent with the organization’s values
Improved decision-making by developing an integrated KPI dashboard that gave visibility into key organizational targets and metrics
Minimized supplier risks by creating a business review framework for supplier relationship management
Ensured regulatory compliance for transition to third-party manufacturing based on reorganized processes

Value Created

As result of this initiative, this organization enjoyed both immediate and long-term financial and strategic benefits:

$1.6M in indirect labour savings through process improvement initiatives
40,000 FTE hours unlocked in capacity based on redesigned organizational structure