Category Specific Sourcing Strategies

Category Specific Sourcing Strategies

Working with a mid-sized pharma company to identify and implement sourcing strategies supporting internal capabilities and clinical development goals.

To discuss how we can help you with similar challenges please contact Will Sillar.

The Problem

  • The client was undergoing transition from being a compound led organisation to more therapeutically specialised.
  • The outsourcing strategy at the time was focused on full-service outsourcing with maximum sub-contracting and the selection of main CRO clinically and scientifically driven.
  • Given the nature of the compound development, there was limited overlap between studies resulting in no opportunities for operational synergies and efficiencies, sacrificing capabilities in other categories for a translatability assessment (TA) experience and not getting best in class and educed negotiation capabilities due to fragmentation of spend.

The Solution

  • We worked with the client to articulate clear set of strategic intents and a realistic set of management expectations to drive all sourcing efforts.
  • Our team partnered with the business to understand their current and planned operating models as engagement with stakeholders was vital to complement the strengths and weaknesses of internal R&D efforts.
  • We identified five non-TA specific categories including: data management and biostats, pharmacovigilance, quality assurance, regulatory and clinical pharmacology.
  • As the final step, we identified the scope, oversight and operating model for each category and overseeing the supplier selection process.

The Impact

  • We achieved the consolidation of spend for key categories with best-in-class service providers, operational efficiency gains, better financial terms and improved quality of deliverables through greater understanding of expectations and requirements by setting up preferred provider relationships across the different categories.
  • A significant operational value gain for the client was secured through reduced vendor selection and contracting activities, as well as better supplier understanding.
  • As a result, the redesigned sourcing strategies delivered a wider positive impact for the business and led to quicker and enhanced solutions for patients.
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