166 Author Biography

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1 Author Biography Guido Grüne is Regional Head for Mobility Services at SAP Consulting. Before joining this position he was leading SAP Ò s consulting business for the process industries at SAP Ò Deutschland AG & Co. KG and was leading the Global Chemical Practice for SAP Ò Consulting. In this role he was responsible for the consulting services offered by SAP Ò Consulting for companies in the chemical and pharmaceutical industries. In addition to executing comprehensive implementation projects, SAP Ò Consulting s activities are increasingly focused on process management to optimize customer-specific processes. Guido Grüne studied industrial engineering and business economics at the University of Paderborn, Germany. Since joining SAP Ò 14 years ago, he has worked in a number of SAP Ò consulting roles for customers in the process manufacturing sector. G. Grüne et al., Business Process Management within Chemical and Pharmaceutical Industries, DOI: / , Ó Springer-Verlag Berlin Heidelberg

2 166 Author Biography Dr. Volker Kluy is service portfolio manager for the consulting area Process Industries at SAP Ò Deutschland AG & Co. KG. He studied pharmaceutics at the Heinrich Heine University of Duesseldorf, Germany, where he obtained his doctorate at the Institute of Pharmaceutical Biology. His professional career began in the product development and quality assurance department of the Teekanne GmbH, Duesseldorf, Germany. He joined SAP Ò in 2005 as consultant for the process industry in the area of logistics, with a focus on quality management and compliance topics. Dr. Stephanie Lockemann is Vice President and Global Head for the creation of packaged solutions in the area of Supply Chain Management, Product Lifecycle Management and Manufacturing at SAP Ò AG. She joined SAP Ò in 2000 as a consultant for process industries and was consulting manager for process industries at SAP Ò Consulting from 2007 to Since 2006 she has specialized in business process management (BPM) for the process industry and used to be responsible for the industry-specific business content provided by SAP Ò Consulting for several years. She holds a Ph.D. in mechanical engineering from RWTH Aachen, Germany, where she specialized in heat transfer and coal combustion.

3 Author Biography 167 Stefan Meinhardt is head of the SAP Ò Consulting practice for the Consumer Products Industries, responsible for all SAP Ò Consulting activities for the Consumer Products customers with special focus on Germany and the European region. Together with his team he is providing consulting services from business process management and SAP Ò implementation services around the Consumer Products Industry solution portfolio. In the 1990s he worked in SAP Ò development as the head of Implementation, Methods and Tools, and played a key role in creating the SAP R/3 Ò reference model with his models for business process (re)engineering. Stefan Meinhardt is also co-publisher of the journal HMD Praxis der Wirtschaftsinformatik and author/contributor on a wide range of topics in the field of business process management. He received his degree in business administration at the University of Bamberg, Germany, in Petronela Barnáková is student trainee in the consulting area Process Industries at SAP Ò Deutschland AG & Co. KG. She graduated in economics and business administration from the Alexander Dubcek University of Trencin, Slovakia. Currently she is undergoing the final examination in sociology at the Ruprecht-Karls-University of Heidelberg, Germany with focus on industrial sociology and culture.

4 168 Author Biography Carola Feind-Just started her career at SAP Ò within Business Transformation Services industry area Process Industries as Principal and Chief Consultant where she acted as strategic advisor and business process specialist for large companies in the Chemical and Life Science Industry. Today she is heading a Center of Excellence at SAP Ò. Before joining SAP Ò in 2008, Carola worked as Principal Consultant for a global management consultancy firm and 14 years for a global chemical company. Prior she headed a division at the German-Dutch Chamber of Commerce, The Hague. Carola holds a Master of Art in International Relations from the University of Amsterdam and a Master of Business Administration from the University of Göttingen. Markus Pfannschilling-Zerbe is a Senior Solution Architect in the consulting area Process Industries at SAP Ò Deutschland AG & Co. KG. He studied Business Administration at the University of Cooperative Education in Stuttgart, Germany followed by a sales management trainee assignment at Karstadt Warenhaus AG. After joining SAP Ò as Consultant for SAP Ò CRM in 2002 he worked in several customer projects as solution architect to drive the implantation of industry specific solutions focusing on the process area Sales and Marketing. He is the service owner for the industry specific implementation service Express SAP Ò CRM for the Chemical Industry.

5 Author Biography 169 Dr. Ornulf Rexin is Senior Business Consultant for Business Transformation Services Process Industries at SAP Ò Deutschland AG & Co. KG. He studied chemistry at the Albert-Ludwig University of Freiburg, Germany, where he obtained his doctorate at Freiburg Materials Research Center in collaboration with Bayer AG. He began his professional career as a group manager product development at EMS-Chemie AG, Switzerland. In 2007 he joined SAP Ò as consultant for process industries with a focus on product lifecycle management, quality management and sustainability. Klaus Schölzel works as principal consultant for the consulting area Process Industries at SAP Ò Deutschland AG & Co. KG. He studied mathematics and physics at the University of Cologne, Germany, where he obtained his diploma in mathematics. His professional career began as software developer at Kienzle GmbH, Germany. He then worked for 3M Deutschland GmbH, where he was responsible for development and implementation of logistics factory applications. Klaus joined SAP Ò in 1992 as consultant for the consumer products industry in the area of logistics execution and planning. His professional focus is on business process design and optimization in the area of Supply Chain Planning for process industries.

6 170 Author Biography Juergen Schroth is senior project manager for the consulting area Process Industries at SAP Ò Deutschland AG & Co. KG. He studied marketing and international management at the University of Mannheim, Germany, where he obtained his master in business administration. His professional career began in sales at the BASF Pharmaceuticals subsidiary Knoll AG, Ludwigshafen, Germany. He joined SAP Ò in 1998 as consultant for the process industries in the area of customer relationship management, with a focus on sales management and marketing topics.

7 Index A Activity planning, 146 Agricultural chemicals, 2 As-is analysis phase, 64 AMG. See German Medicines Act Association of South East Asian Nations (ASEAN), 47 Avoiding the inability to deliver, 122 AWB. See non-interventional studies B Basic chemicals, 2 Bottleneck planning, 137 BPM predefined content, 59 analytical structure, 59 business process description aspects, 61f competitive forces at work, 59, 60 fundamental aspects, PFS, 60 RACI method, 61, 63f work areas, 61, 62 BPM process model, 57 modeling levels, 58t Brand management, 2 3, 141 Business process management (BPM), 55 cost reduction potential, 56 practice, 56, 57 SAP, 57 68, 163 Business Process Management Notation (BPMN), 62 Business process map (BPM), 50 C Calibration phase, 64 Campaign management, 142 Capacity check, 131 Capacity planning, 137 Carry out visit, 153 Changing competitive landscape, 15 flexible business models, 16 meeting customer needs, 16 portfolio consolidation, process of concentration, 17 world financial crisis, 17 Chemical industry, 1 agreement, 2 agricultural chemicals, 2 basic chemicals, 2 chemical turnover share, 3 consumer products, 2 3 global chemical shipments by segment, 3f manufactured goods, 3 overlapping with, 51 process areas, process groups, 49, 50f specialty chemicals, 2 supporting processes, 49, 50f Chemical market environment, 13 complexity issue in, 13, 14 demographic market environment, economic downturn implication, 14 economic market environment, political and legal market environment, technological market environment, Chemical turnover share, 3 Commodity producers, 49 Complexity controlling, 14 Compound crisis, 43 chemical or biological entity, 42f, 43f compound development, organizational and cultural changes, 45 R&D spending, Consumer products, 2 3 G. Grüne et al., Business Process Management within Chemical and Pharmaceutical Industries, DOI: / , Ó Springer-Verlag Berlin Heidelberg

8 172 Index Contract research and manufacturing services (CRAMS), 47 Core process, 72, 75, 80, 84, 87, 91, 96, 145, 164 Cost center planning cost centers, 100 Customer planning, 146 D Definition of budget planning, 96 Demographic market environment in pharmaceutical industry, Demographic market environment, 22 education and training quality, 24 education level and international mobility of labor, 23 population ageing, 23 Document visit, 153 Dow Chemical Company, 16 DuPont, 16 E Economic market environment, 31 business transformation, 37 changing competitive landscape, development of diseases, funding of pharmaceutical companies, 35 generic erosion impact, 35f globalization, 14, 37 growth on demand side, growth prospects, 31 healthcare expenditures, 33, 34f healthcare system optimization, 36 M&A activity, pharmaceutical industry challenges, 34 population ageing, 32, 36 potential for pharmaceutical producers, 33 products expiry issue, 36 rise of emerging countries, sales and marketing expenses, Enterprise application integration (EAI), 56 Enterprise resource planning (ERP), 56 European Medicines Agency (EMEA), 47 European REACH legislation, 20 Event-driven process chains (EPC), 62 Event management, 142 F Flexible business models, 16 Food and Drug Administration (FDA), 21 G Generic BPM methodology, 62, 63, 64f as-is analysis phase, 64 calibration phase, 64 solution transformation, 65, 67 to-be process design phase, 65, 67 Generic drugs, 5 German Medicines Act (AMG), 150 GHS. See Globally Harmonized System of Classification and Labeling of Chemicals Global chemical companies, 11, 12f Global chemical growth, 5, 6 chemical sales growth rates, 8f international comparison, 8f international growth rate, 7f Global chemical market global chemical companies, 11, 12f global chemical growth, 5 8 global chemical market share, 7, 9 global chemical sales, 5, 6f global chemical trade, 7, 9 11 global financial crisis, 12, 13 key figures, 5 Global chemical shipments by segment, 3f Global chemical trade, 7, 9 disadvantage for EU countries, global chemical trade balances, 11f regional shares in world exports and imports, 10f trade deficit in chemicals, 11 Global competitiveness index (GCI), 19 Global financial crisis in chemical industry, 12 GDP, 13 world economic activity, 13t Global pharmaceutical market differences between world regions, 24, 26 global pharmaceutical companies, global pharmaceutical trade, 27, 30 leading exporters and importers, 29f market share, 27 pharmaceutical industry, 24 regional breakdown of pharmaceutical production, 25f regional breakdown of pharmaceutical sales, 28f sales and market share, 25f sales and production, 24 sales growth in world regions, 26f, 27f, 28f top ten pharmaceutical markets, 26f Globalization, 14, 37

9 Index 173 Globally Harmonized System of Classification and Labeling of Chemicals (GHS), 21 Gross domestic product (GDP), 13 H Health authorities, management, 143 Health insurance companies, management, 143 K Key figure, 119 Key opinion leader management, 142 Key performance indicators (KPIs) controlling, 104 logistics, 104 M Main process, 70, 95, 139, 164 Management of health authorities and health insurance companies, 143 Mapping business processes, 69 Marketing budgeting, 143 Marketing controlling, 143 Market research, 140 Medical sales representative. See Pharmaceutical field sales force Meeting customer needs, 16 Monitoring sales activities, 147 N Newly industrialized countries of Asia (NIC), 14 Non-interventional studies (AWB), 150 O Objective of budget planning, 97 Optimize demand fulfillment, 131 Overview of S&OP process steps, 107, 108, 112, 117 P Parallel processes, 90 Patent Cooperation Treaty (PCT), 22 Pharmaceutical field sales force (medical sales representative), 149 Pharmaceutical industry, 4, 24 business transformation, 37 challenges, 34 demographic market environment, economic market environment, funding of pharmaceutical companies, 35 generic drugs, 5 generic erosion impact, 35f globalization, 37 healthcare system optimization, 36 legal and political market environment, M&A activity, 37, 38 population ageing, 36 process areas, 49, 50 process groups, 51f product differentiation in, 4f products expiry issue, 36 research companies, 4 sales and marketing expenses, supporting processes, 51f technological market environment, Pharmaceutical Research and Manufacturers of America (PhRMA), 41 Pilot trials in pilot plants, 81 Planning accuracy, 101, 103 Planning horizon, 127 Planning process, 95 Plan production volume production volume, 98 Plan purchasing and transportation volume purchasing and transportation volume, 99 Plan sales volume sales volume, 98 Political and legal market environment, 19 approval authorities, attributes of public institutions, 22 blocking patents, 21 crucial areas, 19 European REACH legislation, 20 geographical range of protection, 22 GHS legislation, 21 global relocation of specific production sites, health and safety, 20 intellectual property management and protection, 21 OECD, 22 in pharmaceutical industry, 47 producers abroad, 21 protection standards and compliance, 19, 20 public attitude, 47 quality of institutions, 23 requirements, 48 WIPO and TRIPS, 22

10 174 Index Portfolio consolidation, Positioning of the main process, 95 Prepare visit, 153 Pricing strategy, 141 Process, 79, 83, 105, 107, 110, 112, 135, 140, 152 parallelization, 90 Process areas chemical industry, pharmaceutical industry, 49, 50 Process fact sheets (PFS), 60 Process flow, 58 Process groups chemical industry, 49, 50f pharmaceutical industry, 51f Process industry chemical industry, 1 3 pharmaceutical industry, 4 5 segments of, 1 Process manufacturing, 1 Process manufacturing companies commodity producers, 49 pharmaceutical industry, 49, 50 process areas, 49, 50f process groups, 50f supporting processes, 50f Process steps, 110, 112 Process steps of the subprocess, 73, 74, 153 Process variants, 152 Production processes, 1 Products, 45 biopharmaceutical companies ranking, 46f biopharmaceutical treatment, 45, 46 non-profit research companies, 46 search for new treatments, 45 R Readiness to deliver, 129 Registration, Evaluation, Authorization and Restriction of Chemicals (REACH), 20 Research and development (R&D), 17 calculations, 39 development and commercial exploitation process, 40, 41 expenditures, 38, 39 as GDP percentage, 40f investment allocation, 42f investments share in industrial sectors, 39f pharmaceutical spending on, 38f phases and new medicine sales, 41f PhRMA survey results, 41 process in pharmaceutical industry, 40 R&D costs, 41 research activities in Chinese universities, 40 Responsible, accountable, consulted and informed method (RACI method), 62, 63, 155f Rise of emerging countries, Route planning, 147 S Sales analysis and controlling, 148 Sales channels, 35, 157 Sales planning, 145 Sales revenue, 17 Sales revenue planning sales revenue, 100 Sales structures, 145 SAP accelerated BPM methodology, 65, 163 BPM predefined content, BPM process model, business process map, 50 consulting, 163 generic BPM methodology, 62 66, 67 process catalog example, 66f process selection, 65, 66 specific process solution, 68f Solution transformation, 65, 68 Specialties. See Specialty chemicals Specialty chemicals, 2 Stock value, 129 Subprocess, 73, 74, 153 Substances of Very High Concern (SVHC), 20 Success factors for the core process, 80 Supporting processes chemical industry, 49, 50f pharmaceutical industry, 51f T Target/actual comparison, 104 Target group creation, 146 Technological market environment, 17 chemical company infrastructure, compound crisis, GCI, 19 products, quality of overall infrastructure, 20t R&D expenditures, R&D sites, 17, 18 research targets, 18

11 Index 175 sponsorship, 18 winning innovation, 17 To-be process design phase, 65, 67 Toxic Substances Control Act (TSCA), 21 Total quality management (TQM), 74 TQM. See total quality management Trade-Related Aspects of Intellectual Property Rights (TRIPS), 22 V Volume-based legislation, 20 W Winning innovation, 17 World Economic Forum, 19 World Intellectual Property Organization (WIPO), 22