Supply chain management in the drug industry : delivering patient value for pharmaceuticals and biologics /

Mostrar otras versiones (1)

"This book bridges the gap between practitioners of supply-chain management and pharmaceutical industry experts. It aims to help both these groups understand the different worlds they live in and how to jointly contribute to meaningful improvements in supply-chains within the globally important...

Descripción completa

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Rees, Hedley
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, N.J. : Wiley, ©2011.
Temas:
Pharmaceutical industry > Materials management.
Drug Industry > organization & administration
Industrie pharmaceutique > Gestion de l'approvisionnement.
MEDICAL > Drug Guides.
MEDICAL > Nursing > Pharmacology.
MEDICAL > Pharmacology.
MEDICAL > Pharmacy.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Frontmatter
  • Surveying and Mapping the Territory. Setting a Transformational Agenda
  • Plotting a Course to Patient Value
  • Pharmaceutical Drug Development
  • End-To-End Pharmaceutical Supply Chains
  • Why Pharma Supply Chains don't Perform
  • Building a knowledge Foundation in SCM. Supply Chain Management as a Competitive Weapon
  • Supply Chain Management Holistic
  • Production and Inventory Control
  • Strategic Procurement
  • Transportation, Storage, and Distribution
  • Information Systems and Information Technology
  • Improvement
  • Bringing the Holistic Together
  • Planning and Executing Supply Chain Change. Improvement in Pharmaceuticals
  • Exemplar Thinking in Organizational Improvement
  • Building a Foundation for Sustainable Change
  • A Cure for the Pharmaceutical Supply Chain
  • End Notes
  • Index.
  • Machine generated contents note: PART I: SURVEYING AND MAPPING THE TERRITORY.
  • CHAPTER 1 SETTING A TRANSFORMATIONAL AGENDA.
  • 1.1 Aims and aspirations of the book.
  • 1.2 Book Format.
  • 1.3 Intended readership.
  • 1.4 A book about two worlds in contrast.
  • 1.5 The pharmaceutical lottery.
  • 1.6 Supply Chain Management (SCM) in context.
  • 1.7 The History of Supply and Value Generation.
  • 1.8 The Development of Processes to Manage the Supply Chain.
  • 1.9 Life in SCM.
  • 1.10 Moving forward.
  • CHAPTER 2 PLOTTING A COURSE TO PATIENT VALUE.
  • 2.1 Why focus on Patient Value?
  • 2.2 Where does the patient currently fit?
  • 2.3 Why is it necessary to plot a course?
  • 2.4 Understanding how the course is presently set.
  • 2.5 Capturing value for patients.
  • CHAPTER 3 PHARMACEUTICAL DRUG DEVELOPMENT.
  • 3.1 Drug development's role in the supply chain.
  • 3.2 Introduction to drug development.
  • 3.3 The Medicinal Product.
  • 3.4 Clinical Trials.
  • 3.5 Related Development Programmes.
  • 3.6 Managing Clinical Programs.
  • 3.7 Regulatory Affairs and Authorities.
  • 3.8 Supply Chain Management in Development Programmes.
  • 3.9 Manufacture and Supply of Commercial Product.
  • 3.10 Supply Chain Management for Commercial Product.
  • CHAPTER 4 END-TO-END PHARMACEUTICAL SUPPLY CHAINS.
  • 4.1 Where does responsibility for the supply chain lay?
  • 4.2 Sponsor companies, license holders and their supply chains.
  • 4.3 Supply chains for small molecule products.
  • 4.4 Starting at the final destination.
  • 4.5 How do drugs enter the body?
  • 4.6 Design of drug delivery systems.
  • 4.7 What does this mean for the supply chain?
  • 4.8 Key aspects of GMP/GDP in relation to SCM.
  • 4.9 An overview of the stages on route to patient delivery.
  • 4.10 Manufacture and supply of biological entities.
  • CHAPTER 5: WHY PHARMA SUPPLY CHAINS DON'T PERFORM.
  • 5.1 Supply chain underperformance.
  • 5.2 Is there a case to answer?
  • 5.3 Birth to infancy
  • the supply chain critical stage.
  • 5.4 Commercial supply under the patent protection umbrella.
  • 5.4.1 Limited competitive alternatives.
  • 5.4.2 Fragmentation.
  • 5.4.3 Supplier power.
  • 5.4.4 The position of those buying pharmaceutical products.
  • 5.5 What does this mean for the pharmaceutical supply chain?
  • PART II: BUILDING A KNOWLEDGE FOUNDATION IN SCM.
  • CHAPTER 6 SUPPLY CHAIN MANAGEMENT AS A COMPETETIVE WEAPON.
  • 6.1 Competition and business strategy.
  • 6.2 The marketing mix.
  • 6.3 Porter's Five Forces.
  • 6.4 Porter's Generic Competitive Strategies.
  • 6.5 Porters Value Chain.
  • 6.6 Competitive strategy and customers.
  • 6.7 The Japanese Experience.
  • 6.8 Total Quality Management.
  • 6.9 Lean Thinking.
  • 6.10 Focusing on value for money.
  • 6.11 SCM processes in competitive strategy.
  • 6.12 SCM in biotech/virtual companies.
  • 6.13 Competition in pharmaceuticals.
  • CHAPTER 7 SUPPLY CHAIN MANAGEMENT (SCM) HOLISTIC.
  • 7.1 The relevance of SCM to Pharmaceuticals.
  • 7.2 Production systems and the holistic of SCM.
  • 7.3 The Core of SCM.
  • 7.4 First principle of SCM.
  • 7.5 Supply chains as a series of interconnected systems.
  • 7.6 Processes to manage the supply chain.
  • 7.7 A word about processes.
  • 7.8 How the SCM processes should mesh together.
  • 7.9 Production & Inventory Control (P & IC).
  • 7.10 Strategic Procurement.
  • 7.11 Transportation, storage and distribution.
  • 7.12 Information Systems and Technology (IS/IT).
  • 7.13 Improvement.
  • CHAPTER 8 PRODUCTION & INVENTORY CONTROL (P & IC).
  • 8.1 Core mission.
  • 8.2 First principles of production and inventory control (P & I C).
  • 8.3 The Wholesome Trinity (TWT) in P & IC.
  • 8.4 The Wholesome Trinity (TWT) and customer expectations.
  • 8.5 Leveraging 'The Wholesome Trinity' (TWT).
  • 8.6 The impact of variety on supply chains.
  • 8.7 Designing appropriate production systems.
  • CHAPTER 9 STRATEGIC PROCUREMENT.
  • 9.1 Core mission.
  • 9.2 The Purchasing Portfolio.
  • 9.3 The Process of Procurement.
  • 9.4 Strategic sourcing and planning.
  • 9.5 Outsourcing.
  • 9.6 Basic principles in contracting for supply.
  • 9.7 Finally, a typical organisational tension over procurement.
  • CHAPTER 10 TRANSPORTATION, STORAGE AND DISTRIBUTION.
  • 10.1 Defining the core mission.
  • 10.2 International trade and commerce.
  • 10.3 The World Trade Organization (WTO).
  • 10.4 Intermediary arrangements.
  • 10.5 Terms of Trade
  • Incoterms 2000.
  • 10.6 Ownership of goods (Title).
  • 10.7 Third Party Logistics (3PL) Providers.
  • 10.8 Customs.
  • 10.9 Shipping regulations relating to materials.
  • 10.10 A finishing note.
  • CHAPTER 11 INFORMATION SYSTEMS (IS) and INFORMATION TECHNOLOGY (IT).
  • 11.1 Overview.
  • 11.2 A brief (layman's
  • and very brief!) history of computer systems development.
  • 11.3 IS/IT and Business Process Management (BPM)
  • Dee Carrie.
  • 11.4 IS/IT and Supply Chain Management.
  • 11.5 IS/IT and patient safety
  • Adrian Hampshire.
  • 11.6 IS/IT and the regulations.
  • 11.7 IS/IT and SOPs.
  • CHAPTER 12 IMPROVEMENT.
  • 12.1 Why improve?
  • 12.2 Improvement and Production Systems.
  • 12.3 The improvement journey.
  • CHAPTER 13 BRINGING THE HOLISTIC TOGETHER.
  • 13.1 Setting the scene.
  • 13.2 The process explained.
  • 13.3 Developing an action agenda.
  • 13.4 An illustrative case study.
  • PART III: PLANNING AND EXECUTING SUPPLY CHAIN CHANGE.
  • CHAPTER 14 IMPROVEMENT IN PHARMACEUTICALS.
  • 14.1 Where are we now?
  • 14.2 Subsequent developments since inception.
  • 14.3 A Blueprint for Quality by Design (QbD).
  • CHAPTER 15 EXEMPLAR THINKING IN ORGANISATIONAL IMPROVEMENT.
  • 15.1 Where are we now?
  • 15.2 What is meant by 'Exemplar'?
  • 15.3 A dialogue on exemplar improvement.
  • CHAPTER 16 BUILDING A FOUNDATION FOR SUSTAINABLE CHANGE.
  • 16.1 Focus on the individual.
  • 16.2 Individuals as leaders.
  • 16.3 Individuals as motivators and the motivated.
  • 16.4 Individuals as group members.
  • 16.5 Individuals as participants in cultural change.
  • 16.6 CASE STUDY MILES LTD., BRIDGEND, GLAMORGAN.
  • CHAPTER 17 A CURE FOR THE PHARMACETICAL SUPPLY CHAIN.
  • 17.1 What is the disease state?
  • 17.2 What is the label claim for the Medicine?
  • 17.3 What will life hold without the medicine?
  • 17.4 What is this 'better way' to develop drugs?
  • 17.5 Full scale production of drugs.
  • 17.6 What are the barriers to change?
  • 17.7 What are the potential benefits of change?
  • 17.8 Defining the art of the possible.
  • 17.9 Concluding message.

Ejemplares similares