Bibliothèque de L'IMIST/CNRST

Includes bibliographical references and index.

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.

"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 pharmaceutical sector. Scientific and technical staff must work closely with supply-chain practitioners and other relevant parties to help secure responsive, cost effective and risk mitigated supply chains to compete on a world stage. This should not wait until a drug has been registered, but should start as early as possible in the development process and before registration or clinical trials"--Provided by publisher.