Suchergebnisse

Front Cover -- Contents -- Preface -- Acknowledgments -- About the Author -- Chapter 1 - Patient-Focused Network Integration in the Life Sciences -- Chapter 2 - An Evolutionary View of Healthcare Network Integration -- Chapter 3 - Healthcare Reform and the Provider Challenges Ahead -- Chapter 4 - Supply Chain Network Analytics for the Healthcare Industry Assessing Best of Breed -- Chapter 5 - Electronic Collaboration in Life Sciences Supply Networks -- Chapter 6 - Maturing the Clinical Trial Supply Chain -- Chapter 7 - Blueprint for the Future -- Back Cover

ch. 1. Biopharmaceutical distribution : early structural developments and the changes ahead -- ch. 2. Key forces and myths of distribution in the BPS supply chain -- ch. 3. Regulatory trends -- ch. 4. The last mile : changes in the hospital environment that impact the life sciences -- ch. 5. The blurring of boundaries in biopharmaceutical supply chains : the case of oncology medicine -- ch. 6. The changing landscape of the life sciences supply chain : recommendations for players in the industry.

"The global pharmaceutical industry has been subjected to many challenges in the last decade, including more blockbuster drugs reaching the end of their patent life, increased regulation, pricing pressure, channel pressure, counterfeiting, and challenges in clinical trials management. This book covers the major themes and changes in the biopharmaceutical supply chain. It provides an overview of the key challenges and discusses how leading biopharma companies are dealing with these challenges. Bringing together leading researchers and industry executives, it is a must-read for those who want to learn more about achieving success in this industry"--Provided by publisher.

Describes the results of a survey returned by 97 purchasing managers who
were asked to assess current patterns of global sourcing as practised by
North American firms. Some of the issues examined include primary
sourcing allocations, supplier evaluation criteria, operational
performance measures and costs, managerial problems, and modes of
communication. The results point to the importance of linking supplier
selection criteria with corporate strategic initiatives in the
evaluation of international sources.

Creates a managerial compass for entering into the LIVING (Live, Intelligent, Velocity, Interactive, Networked, and Good) era of supply chain management and defines the imperative for creating Velocity and Visibility as the focal point for exploiting new digital, mobile, and cloud-based technologiesFrank Crespo, Vice President, Global Supply Network Division (CPO/LogisticsoT Analytics), Caterpillar Inc. Paul Massih, Vice President, BP PSCMYossi Sheffi, Professor, MIT Center for Transportation and LogisticsHau Lee, Professor, Stanford UniversityTim Cummins, CEO, International Association of Commercial and Contract ManagementTom Choi, Harold E. Fear on Eminent Scholar Chair of Purchasing Management, Arizona State University, Executive Director, CAPS ResearchWayne Rothman, Vice President, Enterprise Supply Chain Planning, Johnson & JohnsonJoanne E. Wright, Vice President, IBM Supply Chain.

PurposeThe authors identify the critical bottlenecks that exist in the vaccine supply chain that are preventing a robust coronavirus disease (COVID) response. The authors posit that improved supply chain signals can result in improved handling and distribution of vaccines in a post-COVID world and identify recommendations for redesign of the vaccine supply chain as well as future research questions for scholars.Design/methodology/approachThe supply chain operating reference (SCOR) model is used as a framework to identify each of the major gaps that exist in the supply chain for the COVID vaccine. The critical bottlenecks and delays that exist within this supply chain are identified through this framework and validated through the ongoing research and interviews in the field.FindingsWhilst the vaccine supply chain for influenza is perfectly sized for development and distribution of this cyclical virus, the emergence of a new virus created a pandemic, which has exposed a number of critical shortages. The authors find that the design of the COVID vaccine supply chain suffers from a flawed structure. To date, less than 3% of the United States and global population has been fully vaccinated. The authors advocate a "back to front design", beginning with demand planning for actual vaccinations and working backwards toward supply planning and distribution planning. These lessons may be helpful for capacity planning and supply chain strategy for future vaccinations as variants of the COVID vaccine emerge.Originality/valueThe authors provide a unique approach for viewing the current shortages that exist in the vaccine supply chain and offer suggestions for new variants of this supply chain for the future.