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CASE STUDY
LAUNCH DEMAND AND SUPPLY PLANNING

Learn how we helped this emerging life science company with launch demand and supply planning.

KEY PLAYER(S)

Chief Commercial & Operating Officer, Biopharmaceutical Company

BUSINESS ISSUE

SVA Life Sciences partnered with the Chief Commercial & Operating Officer at a biopharmaceutical company that was preparing to launch its first product. The company needed help with: (1) working through their launch demand and supply planning challenges and (2) designing a Sales and Operations Planning (S&OP) process in a way that would enable pre- and post-launch collaboration between Commercial, Finance, and Product Supply.

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THE SVA PROCESS

The main project goals included:

  1. Process mapping the Product Journey
  2. Developing a prototype Inventory Tracking Model
  3. Developing a prototype Supply Planning Model
  4. Designing and facilitating the installation of a formal, cross-functional Sales and Operations Planning (S&OP) process

First, SVA conducted a Product Journey process mapping exercise to identify and resolve potential gaps affecting the flow of product from manufacturing, through the 3PL, and into the distribution channels. The goal was to develop cross-functional knowledge and alignment on the flow of product, data, and money to ensure the business could sufficiently address patient needs at launch. Then, SVA worked with the biopharmaceutical company’s team to create an Inventory Tracking Model and a Supply Planning Model that was synchronized with the demand forecast. Finally, SVA worked with the team to design, implement, and hand off a formal S&OP process that included regularly scheduled cross-functional meetings.

BUSINESS OUTCOME

The biopharmaceutical company’s newly established cross-functional team used tools, models, and experience provided by SVA to align on assumptions, resolve process gaps, and complete the configuration of their end-to-end supply chain from manufacturing to patients. This engagement provided the leadership, knowledge, and insight they needed as first-time launchers to make key supply chain decisions prior to launch and positioned them to operate confidently and independently post-engagement.

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