Ricardo L. Machado, Dr. PUC Goiás, Brazil

Transcription

1 Ricardo L. Machado, Dr. PUC Goiás, Brazil

2 The research was guided by the following general question: How do pharmaceutical companies in Brazil (in the state of Goiás) manage their supply chains? The general research question was deployed and specific issues have emerged, such as: How is demand planning, supply and infrastructure along the SC? How is the procurement process done in terms of reliability, quality, cost and time? How do pharmaceutical companies manage the production, implementation and infrastructure requirements, in order to attend quality and service regulatory standards? What is the delivery process, considering work distribution channels, order management, storage, time to deliver, service completeness, reliability, cost and flexibility? How do the revenues occur in the supply chain?

3 Process Definition Activities Planning Processes designed to match the Develop guidelines and formulate goals. demands with the resources and Integrate best solutions in the areas of inventory, materials available, with plans of purchasing, production, distribution and return. supply, production and Align such aspects with financial and marketing plans distribution of the organization Procurement Procedures for identifying sources for obtaining materials required for execution of production plans Manufacturing Manufacturing and assembly processes to produce as demanded by production plans Distribution Products delivery processes to meet the demands Return Processes associated with returning of products that do not meet specifications Schedule inventories and deliveries of products and services that will meet the demands of a company. Monitor supply sources through performance indicators and contract management. Schedule and provide production. Convert raw materials, inspecting and packing them in ways that meets the company's consumers Managing customer orders, logistics storage, separation, billing, shipping and distribution of products Perform reverse logistics of products sold to customers, and returns of materials for use in internal business processes

4 The main suppliers are mostly located abroad and are responsible for active ingredients. The manufacture is on account of the pharmaceutical companies, which are subjected to stringent quality standards established by ANVISA - National Agency for Sanitary. Pharmaceuticals distributors are the main sales channels and deal with nearly 7 of the total volume traded. Other channels of direct sales to pharmacies and hospitals, respectively, represent the volume of 13 % and 17% of the drugs commercialized in the Brazilian market.

5 This research is characterized by a survey quantitative study. The population of this research was composed of 18 pharmaceutical companies that make up the cluster of Goiás. The main research tool used was a standardized and self-administered questionnaire.

6 Yearly Budget (US$) Over to to 500 Number of Employess 51 to 150 Up to 50

7 Industry s Portfolio Types of Production Systems Pushing system Pulled system 8 Pushing and puled systems

8 Configuration of the SC Supply Chain - Type 1 Supply Chain - Type 2 Supply Chain - Type 3

9 Information considered relevant to the planning process % 15% 5% Time horizon of the forecast

10 Participation and access to knowledge about targets by partners Inventory Planning of the Finished Products Did not answer Shared only with key suppliers Didn t store anything Shared with suppliers and customers Determined bt software (MRP) Minimum stock calculation Not shared with partners 7 Determined bythe difference between Sales forecasts 8

11 Degree of dependence with suppliers 8 Transparency of negotiation with suppliers 7 7 Very high dependence High dependence Moderate dependence Very high level High level Moderate level

12 Sharing of information Quality of delivered products Low level Moderate level Moderate level High level High level Very high level Very high level 8

13 Timeliness of delivery by suppliers Delivery times were partially complied Delivery times were mostly met Comprehensiveness of the lots delivery by supplier Deliver incompletely Always deliver lots completely

14 Reliability of the transportation system Low Moderate High Very high

15 Flexibility in the production process Setup time Very high High Moderate Very high Moderate Low

16 9 8 Compliance with regulatory requirements 8 7 Very high High

17 Compliance with deadlines for deliveries Completeness of the loads delivered Partially completed Partially delivered 8 Mostly accomplished Always completely delivered 10

18 Flexibility in the delivery system Property of the transportation system Low 8 Completely outsource High Very high Partly outsource 8

19 Transportation costs Reliability of delivery Low Moderate Moderate High High Very high Very high

20 9 8 7 Existence of recycling program 8 7 Existence of environmental preservation program Exist Doesn t exist Exist Doesn t exist

21 7 Complexity of return of sales High Moderate

22 The competition was observed between companies instead of their supply chains; Very little integration occurred between the links (partners) inside the supply chain; The companies had a great concern about the quality of their products, because it was a compulsory request, and they were much more concerned about questions of internal improvements, than improving the performance of the supply chain as a whole.