Supplier Management – Mystery or Mastery

Supplier Management – Mystery or Mastery
Supplier Management – Mystery or Mastery? An Introduction to Supplier Management Brought to you by: and panel: Isaac Young Jim Latimer Tim Jordan Mark Buck

Isaac Young Jim Latimer Tim Jordan Mark Buck
Senior Director, Supply Chain Operations, BioMarin Pharmaceutical Inc.: Isaac has 31 years experience in Biotechnology with roles in Manufacturing, Regulatory Affairs, Information Systems, Ethics, Strategic Sourcing, and Supply Chain. Prior to joining BioMarin, Isaac was a Director of Strategy for the Purchasing & Supplier Management Group at Baxter Healthcare’s BioScience Division. He has worked for small biotech startups and for a supplier to the biotech industry. Isaac has an MBA from Babson College. Senior Director, Purchasing & Supply Management, Elan Pharmaceuticals Inc.: Jim has over 25 years experience in biopharmaceuticals having held positions at Genentech, Tularik, Amgen, and Gilead. A lifetime C.P.M., Jim has served on the Institute for Supply Management (ISM) Pharmaceutical Forum Board of Directors and was a founding member of the Biotechnology Purchasing Association. Jim has an MS in Procurement & Contract Management from St. Mary’s College of California and a BS in Biology from University of South Carolina. Jim Latimer Tim Jordan Associate Director of Supply Chain Management, MAP Pharmaceuticals, Inc.: Tim has over 10 years of Medical Device and Pharmaceutical Supply Chain Management experience with large and small businesses. Tim is a Chartered Engineer with the UK-based IET, and has a Masters degree in Industrial Automation. Tim has worked in manufacturing and R&D groups, as well as a Strategic Sourcing and Supply Chain positions in both corporate and business-unit roles. Mark Buck Global Procurement and Supply Leader, Bio-Rad Laboratories: Mark brings over 21 years private & public sector experience in supply chain management & global sourcing, Lean manufacturing & operations planning, Six Sigma Quality process improvement, acquisition assimilation, organizational change management, complex outsourcing & global sourcing initiatives serving in roles of increasing leadership responsibility with global companies such as NCR, Solectron, Asyst Technologies, Apple Computer, & Celerity Group Inc. Mark holds a BSEE from the University of Illinois in Urbana-Champaign and was commissioned as a Marine Officer. He attended National University graduating with an MBA.

Agenda 10:00 – 11:30 Process Preamble Supplier Segmentation
Internal Management Architecture Strategies Supplier Performance Monitoring Total Cost of Ownership (TCO) Summary Q & A Next up? Options for future presentations Agenda 10:00 – 11:30 Process We will pause periodically through the presentation to answer any questions or take your comments. Please type in your questions as you have them or “raise your hand” via the webinar tool when we pause. If we don’t get through the entire presentation we will look to your feedback whether we conduct a “part 2” or move on to other topics.

Emerging biopharmaceutical companies
A reactive business environment characterized as: Conflicting priorities – getting to market now versus surviving in the market later Investment is in product development, not infrastructure Purchasing “inherits” the supplier list Supply risk is rarely considered Value of any expertise is in crisis management Multiple customers Internal: R&D Quality Finance Regulatory Affairs Manufacturing External: Patients Doctors Regulators Reimbursement entities Politicians / Society

The External Stage Issues:
Rapidly changing environments - upstream & downstream Increasing operational & security risk in supply chains Expanding cost pressures / requirements for capital preservation Accelerated innovation / accelerated obsolescence Increasing emphasis on environmental impact & sustainability More and more data, but not necessarily more and more knowledge Imperatives: Development of agility as the primary response to continued uncertainty Tolerance for ambiguity must become preparedness for ambiguity Design for supply must become an integral part of product and business development – availability / scalability / sustainability Resilience

Purchasing versus Strategic Sourcing
Historical Purchasing Purchase order management Primarily an Administrative role – little to no involvement in corporate or supply chain strategy development Little to no involvement in sourcing process Limited expertise with materials / services procured Narrow focus on purchase price and delivery Low consideration of supply risk Predominantly reactive Strategic Sourcing Supplier management Develops and implements long term supply strategies aligned with corporate strategy Involved in supplier selection and development early on Value add resource to internal customers Broad perspective on multiple cost elements Responsible for managing supply risk Driven to be proactive

Have An Articulated Vision
Describe what a world class supplier management function would look like at your company examples: There is a clear delineation of suppliers based on their strategic importance. Formal, characterized structures exist that define the relationship with a supplier. Supply base strategies exist and are based on robust industry intelligence. Supplier relations are structured around common goals Opportunities for innovation transfer have been maximized and monitored. A quality system based supplier performance and development program is in place. The supplier base reflects a conscious implementation of documented policies in support of diversity and sustainability.

Document What You Do What:
Policies, procedures, operational design, operational strategies, goals & achievements, points to consider, supplier performance, total cost evaluations, category strategies, meeting minutes, etc. Why: Documents build equity in the form of a knowledgebase, not just short term value adds Documents provide the when and why of the lessons learned so the wheel doesn’t get invented again Documents articulate the value added and facilitates the communication of that value to the rest of the organization Makes it “official” – they’re required to stand up in a financial audit How: Start thin – it’s better to have a document that is weak than to have no document at all Consider leaving out of quality documentation system (no FDA review, no deviations if not followed to the letter, etc.) Do have revision control, revision history, reviewer signoff

Supplier Segmentation
Isaac Young Jim Latimer Tim Jordan Mark Buck

Defining a Supplier Base
Formally stratify or categorize your Supplier base to focus resources where they are most valuable Manage total cost of acquisition Increase operating efficiencies Foster better communication Better leverage the knowledgebase of all parties Minimize risk Nurture opportunities for transfer of innovation

How to characterize the Suppliers
Considerations for classification Category of spend Which commodities are involved Amount of spend Direct vs. Indirect classification Single source / sole source status Criticality to operations Strategic importance Level of perceived risk Bandwidth of your resources How many can actually be managed with the resources available

Example Worksheet

Types of Relationships
Example: TRAIT / DOMAIN Transactional Collaborative Alliance Number of Suppliers Many Some Few Communication No specific Systemic Competitive Advantage No Med- High High Continuous Improvement Opportunity VIP Difficulty Change/Exit Easy Difficult Very Difficult Duration of Relationship Short term Mid/Long Term Long Term Avoid/Resolve Issues Reactive Developing Proactive Proactive Focus Lowest price Total Cost Best TCO / Risk Mitigation Level of Integration None Medium Quality Incoming Inspection Certified Quality Joint Liability Dedicated Resources Few, Low Skill Professional Dedicated Service Level Low Developing High Forecasts P.O. Communicated Shared / Co-developed Type of Interaction Tactical Cooperative / Collaborative Strategic Synergy Consider how the relationship can be defined and what that means to available resources and the ROI on the effort involved.

Segmentation Profile Example
Commodity based, cost only focus Commodity, higher impact on operating environment High importance, widely available, readily changed Critical impact, high cost of change Characteristics Office Supply Janitorial Services Computer software suppliers Lab Supply Freight forwarders Employee benefits providers Clean room garments Testing Laboratories Critical raw materials Contract Manufacturers Examples eTools Price / Service Agreements RFP’s Annual reviews Service agreement Internal surveys Benchmarking Risk mgmt plan Scorecards Category Teams Bi-annual Business Reviews Bi-annual audits Risk profiles BC / DR Plans Inventory Plan Change Control Agreement Scorecards Technical Category Teams Qtrly Business Reviews Bi-annual audits Financial monitoring Risk profiles BC / DR Plans Inventory Plan Supply Agreement Mechanisms Transactional Collaboration Continuum Engaged

Defining a Supplier Base
Goals: More engagement for suppliers that play a higher value role in your operations More expedient development of management strategies based on “where a supplier fits” Be cautious in the use of terms such as preferred supplier / key supplier / primary supplier as descriptors / labels without considering the ramifications of existing connotations Repeat periodically (defined) to re-class Suppliers as appropriate Pre-screen the vendor master It is probably populated with every payee the company has ever written a check to – not a good starting point Available resources may influence tier volume – work with what you have

pause for questions Supplier Segmentation
End of: Supplier Segmentation pause for questions Next: Internal Management Architecture Isaac Young Jim Latimer Tim Jordan Mark Buck

Selecting An Operating Model
Define how procurement activity and supplier interaction across the entire organization is structured both now and where it could / should be in the future: Decentralized Procurement activity, including any policy or other governance, is disbursed across the organization without any centralized oversight (typically just financial controls) Centralized All procurement activity / third party interaction occurs in a single group Hybrid A significant, defined subset of procurement activity is centralized to a single group with the balance being fully decentralized Center-Led A single group is responsible for policy and oversight of any decentralized activity, setting standards, consolidating volumes, driving compliance, etc. with decentralized transactional activity across the organization

Supplier Management Mechanisms
Category Managers (sometimes referred to as Commodity Managers) Category Management Teams Business Reviews Category Strategies Performance Monitoring / Supplier Scorecards Executive Oversight Corporate Strategy Development Process Process / Technology Sourcing tools (i.e RFx, planning forecasting tools, iRFx, eProcurement engines, reverse auctions, etc.) Data sources (D&B, ISM, CAPS, CPI, Web, Suppliers, etc.) Supplier portals

Category Management Teams
Cross-functional (and cross site if applicable) teams are the standard, and for good reason: Increases breadth of expertise applied to the category Provides deeper visibility into current and future spend Instills a greater awareness of the internal customer requirements Improves acceptance / compliance of agreements Fosters credibility internally and with Suppliers Creates greater access for Suppliers to focused areas in the company to improve collaboration and understanding of the customer’s requirements Facilitates greater opportunity for management of innovation transfer from the Supplier Promotes more awareness of the complexity and magnitude of other team members roles, aiding in the breakdown of organizational silos

Category Management Teams
Output is the articulated category & supplier strategies & tactics Team constituency should bring the technical knowledge base together for current and future activity but also get upstream sufficiently to impact product and process design for supply risk reduction within that category – Design for Supply Stakeholders are not necessarily the Subject Matter Experts (SME’s) – SME’s may be found in some unlikely places Team constituency can be dynamic – an opportunity to broaden skill sets, increase the diversity of input, and adapt current category strategy Remain sensitive to conflicting priorities Diversity in function to function focus and priorities Transparency – no hidden agendas Supplier councils (steering committees) – when a Supplier has multiple inroads into your organization

Business Reviews Periodic, formal, proactive engagement for review of the relationship to assure alignment and optimization. Agenda Example: Company Updates Commodity Review Sales History Review Business Forecast Updates Supplier Performance (Scorecard Presentation) Quality Issues Delivery Issues Service Issues Pricing Issues Project Updates Opportunities And document the meeting minutes as well as any pre-meetings and / or debriefs

Business Reviews 2011 Supplier Business Review Schedule
Supplier Business Review Criteria Worksheet - Template Supplier Name Commodity Products/Services Annual Spend > $1mil (10pts) Annual Spend $250K-$999K (8 pts) Annual Spend $100K-$249K (6 pts) Sole Source GMP Material (10 pts) Multi Dept Impact (5 pts) Product Portfolio - Volume and Diversity (5 pts) GMP Material/Service (5 pts) Mgmt Overide (n pts) Total Points Frequency Tosoh Chem/Bio resin 8 10 5 20 53 Qtrly Invitrogen media 6 21 Annual Sigma Aldrich chemicals 3 31 Bi-annual CDW IT hrdw/sftw Dell World Courier Logistics/Freight Flow Comp Prod Disposables hoses,fittings Fedex ERS Doe & Ingalls mfg chemicals SBM Gen/Ops Sev cleaning services Staples office supplies Cole-Parmer tubing/fittings SAFC Millipore BPC, Filters bags, filters Pall Filters filters Sartorius filters, bags VWR Lab Equip/Supplies lab equip/supplies HyClone BPC Praxair specialty gases GE Healthcare Resin 3M Prudential cleanroom gmnts POINTS LEGEND: Review Frequency >50 Quarterly Bi-Annual < 30 2011 Supplier Business Review Schedule Vendor Name Category Product (s) 2010 spend Frequency Date Buyer Cole-Parmer Prod Disposables tubing/fittings $ 5,000 Bi-Annual IY Corp Express/Staples Office Supplies office supplies $ 10,000 Contract Renewal 14-Feb CUNO/3M Filters filters $ 50,000 9-Feb Doe and Ingalls Chem/Bio chemicals $ 500,000 Qtrly 25-Jan Flow Components process hoses, connectors $ 250,000 Annual GE Healthcare Resin resin/columns $ 1,000,000 11-Mar HyClone BPC Millipore Filters, BPC 4-Jan Pall 7-Feb Praxair Gen/Ops Sev lab/specialty gases $ 300,000 10-Mar Process HQ Process hoses $ 100,000 Prudential Cleanroom garments 4-Mar SAFC media $ 2,000,000 15-Mar Sartorius $ 1,500,000 11-Feb SBM Cleanroom cleaning/janit 17-Feb VWR Lab Equip/Supplies lab supplies/chemicals $ 3,000,000 27-Jan

pause for questions Internal Management Architecture Strategies
End of: Internal Management Architecture pause for questions Next: Strategies Isaac Young Jim Latimer Tim Jordan Mark Buck

Supplier Tactics and Responses – Examples:
Going direct to end user – excluding Purchasing Include end user on Category Teams Establish “facilitation” policies with guidelines Focus on upstream product development to get into hard-to-change regulatory filings Get involved in Product Development process, involve Product Development on Category Teams Establish contractual agreements early on in relationship Make prolific use of the term “or equivalent” in regulatory filings Getting “sticky”, getting into multiple areas / categories making it more difficult to switch supplier out Manage supplier within one Category team but monitor / report on all category involvements Rolled up scorecard (all areas) is basis for business reviews

Response: Category Management
Best-in-class strategic sourcing organizations add value in numerous areas, not just in lowering prices: Policy development and monitoring Guidance for non-procurement related interactions Reduced time to market Standardization of specifications Working capital reduction Reduced inventories, vendor managed inventories Extended payment terms Demand reduction / management Promoting alternatives Matching procurement to requirements Process optimization across the Supply Chain Facilitating innovation transfer from suppliers Risk reduction / change control / continuity of supply

Category Management Process
There are multiple models that have been published supporting endless academic discussions. All work towards the same goals. Definition Category Analysis Strategy Implementation Review Example of a 5 step model: Example of a 8 step model:

Category Management Process
Strategy Development Perform Strategic Analysis Generate and Evaluate Options Generate Source Plan Obtain Strategy Approval Strategy Realization Implementation Plan Communication plan Sourcing plan RFP Supplier Selection Evaluate Quotation Negotiation plan / perform Agreement Implement Manage + Maintain Spend Analysis Material/Service Analysis Utilization/Dissemination Market / Industry Analysis Category Assessment Category Strategy Category Sourcing Supplier Management Supplier Development Program Negotiations and Contracts Supplier Evaluation Supply Management Supply Chain improvement Risk Assessment Risk Mitigation Monitor, Measure and Communicate Supplier Review Meeting Supplier Improvement Stakeholder Feedback

Supporting elements of the process
Demand analysis / spend analysis Current Future Use category / commodity codes to support future analyses Material / Service analysis Origin Competing demand Technology direction Market / industry knowledge – must think global Fragmented / concentrated / side line or strategic focus Regulatory concerns Benchmarking Company culture Appetite for change The curse of success - If it ain’t broke don’t fix it Supplier cultures

Strategic statements - examples
Consolidate number of suppliers to increase leverage & reduce costs Increase number of suppliers to increase competition Leverage Group Purchasing Organizations Collaborate to reduce supply risk Facilitate innovation transfer / Integrate suppliers into product development process Improve sustainability profile Focus on other total cost elements Manage demand Standardize specifications Outsource / in-source material or service Invest in key suppliers Become customer of choice for supplier Expand the currency of the business

Gap Analysis Example Set strategies over interim time periods (i.e. 1 year, 3 years, 5 years) and measure progress to close the gaps

Supplier Relationships
Category strategies and supplier strategies drive each other in an iterative process Buyer Dominant Relationship Interdependent Relationship Buyer Strength  Independent Relationship Supplier Dominant Relationship Supplier Strength  Secure the relationship and leverage the value Structure towards Collaboration / Alliance Value of relationship  Commoditize Remedy or replace Complexity / Effort of relationship 

Culture Internal culture / Supplier culture alignment
Focus horizon (short versus long term) Similarity of values Over focus on select, key staff Concomitant sensitivity to all stakeholder challenges Ethics Commitment to corporate reputations Awareness / approach to risk “Far Side” versus “Dilbert”

Relationship Sophistication
Alignment of goals - Shared vision Common definition of success and the path to get there Shared customer focus Cooperation / collaboration Trust performance to commitment Predictability Consistency Open & effective communication Leverage competencies of both parties Long term focus on mutual benefits Dedication to innovation and continuous improvement Acknowledgement of external pressures

Optimize Supplier Relationships
Set Goals Plan Execute Measure Improve React Collaborate Deliver Operational Excellence across the partnership / across the supply chain

Notes Category strategies, if authored by appropriate cross-functional teams, are more readily implemented and refined as the stakeholders have already been involved and continue to be the champions How much money are you going to spend in trying to save money? Remember the zero-sum game concept If your gain is your supplier’s or customer’s loss, it may not be sustainable Shifting costs to other areas does not represent value add for the Company Even if it can’t be measured, it still can be improved and reported Beware going after measurable dollars by taking on immeasurable risk Fundamental change across the supply chain is real legacy value Standardization of specifications Economies of scale Leveraging core competencies wherever they are Lean processes Cost of Quality Resilience

pause for questions Strategies Supplier Performance Monitoring End of:
Next: Supplier Performance Monitoring Isaac Young Jim Latimer Tim Jordan Mark Buck

Supplier Performance Measurements
A common tool for most environments with demonstrated results

Supplier Performance Measurements
Why & What

Measurements Measurement Needs of CEOs/Presidents
The CEOs/presidents of the 1,000 largest firms (500 manufacturing and 500 service) and 200 best small firms, when surveyed on their need for purchasing measures, said the most-needed measures primarily were non-financial in nature. The five most-needed measures, in order, were: Quality of purchased items Key supplier problems that could affect supply Supplier delivery performance Internal customer satisfaction Purchase inventory dollars It did make a definitive step in meeting the requirements identified in the CAPS study Center for Advanced Purchasing Studies

Example 1:

What has worked and what hasn’t
Suppliers took notice and some even used the scorecards internally for communication and improvements It did (sometimes) drive focus to areas that needed it Measurements were rather easy to generate, and generally, looked pretty good It played well with the wave of Six Sigma and Lean initiatives that were sweeping business Some Suppliers waved their high scores around like some victory banner Some Buyers did the same The scorecard frequently did not reflect how either party looked at the relationship – a good scorecard sometimes did not mean a good relationship A (too precious) few saw an opportunity for a deeper dialog and a vision of real improvement for the Supply Chain

Misuse of Supplier Metrics
Worse than no metric? Not knowing what to do with the tool and its results before implementing it Does the metric matter (i.e. 3/1 window on delivery)? Ease of creation useable value Does the metric reflect what it implies (Quality)? Precision accuracy The metric, unto itself, cannot be the sole deciding factor in formulating action, as numbers do not yet tell all Be careful attempting to “formulate” a significant element of your responsibility – If your job could be automated…. Einstein’s theorem: “Not everything that can be counted counts, and not everything that counts can be counted.”

The Role of Supplier Performance Metrics
Education Performance visibility / improvement guidance Identify inefficiencies / continuous improvement A language for communication Revelations Set & communicate standards / goals Alignment Objective evidence for contrasting against subjective perspectives Decision support – guidance, not mandate Risk mitigation Supplier selection – competitive evaluations

Example 2: Moved to quarterly tracking – monthly is too burdensome and “nervous” Added tracking of meeting quoted lead times Added tracking of post-approval usage quality issues and audit status Enhanced service assessment

Example 2:

Risk of Rolled Up Scores
An aggregate score masks the issues – you’re looking for the low numbers, not the weighted mean

Example 3: BioU, Inc. BioSupplier

Example 3: Comparing Suppliers
Supplier X

Example 4:

Example 5 – Supply Risk Scorecard:

Assessing and Engaging Suppliers
Focus on constructive, not adversarial information / presentation Scorecards should not be “scarecards” Use all internal resources – every opinion counts Balance long term direction with short term performance Use subjective areas as well (innovation, risk, culture, etc.) Don’t confuse precision with accuracy Don’t roll up the scores into one reportable number Consider making category specific – not one template for all If your scorecards are always running in the 95% - 100% range, you’re measuring the wrong things Use scorecard templates to identify new suppliers If “metrics that matter” can help inspire and drive continuous improvement, then why wouldn’t we have our suppliers measure us? Consider actionable metrics for both parties and use them.

pause for questions Supplier Performance Monitoring Total Cost End of:
Next: Total Cost Isaac Young Jim Latimer Tim Jordan Mark Buck

Total Cost All factors impacting the value of the acquisition must be considered: Purchase Price Sales / Use Tax Freight Handling charges Packing charges Hazardous materials charges Customs filings charges Value Added Tax Installation costs Disposal costs Impact on operations Consulting / engineering / implementation costs Cost of supplies / consumables / spare parts Cost of maintenance / service / calibration Cost of licenses or other fees Cost of training Salvage value Cost of upgrades Validation Compliance qualification Supplier qualification Prototyping Ongoing testing & compliance – Cost of Quality Distribution costs Warranty cost Cost of doing business with (new) Supplier Cost of change if required in the future Lead times / cost of required inventory Exchange rates Anticipated price inflation Consult all stakeholders when assessing costs, not just the end user: Finance, EH&S, QA/QC, Validation, Legal, Supply Chain, Manufacturing, Regulatory Affairs, Compliance, Sales & Marketing, Business Development, etc. – all may have a stake in the choices you make

Total Cost Models Must Account for Risk
Environment & Human Condition Chemical, biological, radioactive & nuclear spill Fire/Explosion Water Contamination Public Utility Failure Emissions & waste Clean-up Mold and Asbestos Infestations and pest control Water Leaks/Levy breaks Physical Structure Collapse Weather & Nature Hurricanes, Cyclones, Tornadoes & High Winds Typhoons / Torrential Rains Earthquakes & Volcanoes Rising Water, Tidal Waves & Tsunamis Extreme Heat/Cold Global Climate Change Wildfire Mudslides and Sink Holes Subjective assessment is better than leaving it out because “it’s hard to measure” An absolute requirement when comparing sources / options Economic & Financial Economic Collapse Currency Devaluation Labor unrest, strikes Labor Shortage Major Market Fluctuations Quick Decline in earnings Hostile Takeover Negative Cash Flow Bankruptcy Financial/Bank Collapse Other investment failings Strategy Unknown competition Product Irrelevance or misplacement Poor Marketing Plans Sales Force Target Markets Poor Acquisition Strategy Failure to innovate Customer Perception Failure Improper Supply Chain Alignment Criminal & Terrorist Product Tampering Terrorist Acts/Threats Arson & Bombing Industrial Espionage Sabotage Kidnapping or Extortion Fraud & Theft Product Use by Terrorist Workplace Violence Counterfeiting Political & Social Government Policy Change Imprisonment of employees or family members Regulatory Change Civil Unrest Martial Law Brand/Org Reputation Product & Service Liability, recall & failure Obsolescence Counterfeiting Organization Ethics or Moral Violations Improper Business Legal Issues Black Market Dealings Informational Loss of IP, Confidentiality or Trade secrets (Tribal knowledge) Information Integrity or Quality of data Loss of key customer, supplier, production data Technological Corporate Hardware Failure Enterprise SW failure or corruption Capacity Issues Bandwidth or services issue Legacy or relevance issues Operational Out of Stock Poor Forecast for market Sourcing Failure Pricing Misalignment Production Shortage/Failure Poor Change Control Product/Project Mgt Failure Transportation/Log Accident Workforce Stoppage Disruption/Delay to work Restricted Access to facility Compliance and Governance Non-Compliance Statutory Regulatory Legal Contract Class Action/Lawsuits Corporate Governance Issues Executive Misdeed, bribes, security & code of conduct Oversights, errors, improper practice Health & Labor Epidemic or Pandemic Long-term Health issues Defections and lost knowledge Unattractive market or company for talent Skills shortage Workplace harmony

Examples: Filter Housings
Capital layout for one Supplier may be substantially less, but the housing will only fit their filters and they happen to be quite a bit more expensive or provide inferior performance Purification resins Any marginal difference in the cost of the resin won’t compare to any yield differences in performance Major software purchase Implementation / validation / training / ongoing license and maintenance costs typically outweigh the purchase price Hazardous chemicals Cost of disposal of any excess or the containers may outweigh the savings from a particular Supplier’s offering API Heparin

Summary

Summary comments If you can’t articulate your vision, it’s a hallucination Don’t let precision mask the absence of accuracy Pace the implementation of Supplier Management – the organization is ready for you to start but may not be ready to proceed at the same pace as you are Creation of a value add knowledge base that can be built upon is a great legacy, but it must be documented “Everything should be made as simple as possible, but not one bit simpler” (Einstein)

Engage: Isaac Young Jim Latimer Tim Jordan Mark Buck Options for future webinars: Supply Chain Risk Assessment and Mitigation World Class Purchasing – Articulating Your Vision Others? To provide feedback, or if interested in becoming a member of this group, please contact Bill Coakley at , or

“Because life depends on usTM, the Bio Supply Management Alliance supports continuous learning and improvement of bio supply management professionals and the enhancement of the efficacy of the supply chain of the industry through collaboration.” Our Mission To build effective and efficient supply chain STRATEGY for the biotech, biopharma, pharma and biomedical device industries by developing, advancing, and disseminating best practices, knowledge, and research. To encourage and promote supply chain INNOVATION within the biotech, biopharma, pharma and biomedical device industries for the highest quality and clinical outcomes in patient care and welfare. To create a supply chain COMMUNITY of thought and practice leaders from the business, professional association and academic sectors for information exchange, shared services, and collaboration.

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