Upjohn, a former Pfizer division
Pre-merger centralisation
Upjohn, a former division of Pfizer, prepares itself for a merger to form a new pharmaceutical company (Viatris, ed.). For the 20 brands in scope, a centralised supply chain organisation will be established. Demand planning is one of its central activities, since optimising product availability at acceptable cost is key to Upjohn’s performance in sales & operations planning (S&OP). How can Upjohn integrate smaller demand planning teams in the existing Planning Hub? And how to get them up-and-running quickly?
A new process that fits all
Evert Heusinkveld, the company’s senior supply chain director asks Been Management Consulting to support this transition. Help us design and implement the new supply chain organisation, ensuring there’s a uniform process and clear responsibilities and responsive and efficient communication across the supply chain organisation. Also, ensure the demand planning team is prepared for the activities, products and volumes that are specific to the 26 markets service by the smaller demand teams. And quick, please.
Key results
- Standardised demand planning for all Upjohn’s brands and markets
- Sustained performance of sales & operations planning (S&OP) in a period of transition
- Optimal product availability at acceptable costs
- One team and one way of working for Demand Planning
- Ready for merger with Mylan
Our team likes a challenge. We started with workshops to create a common understanding of the current demand planning process, RASCI (responsible, accountable, support, consult, inform, ed.), and interfaces. Then, in follow-up sessions, we created a conceptual Demand Planning process and tested it with key stakeholders and end-users. Will this work for all products and markets?
Curbing the performance dip
Their findings help us finetune and finalise the new Demand Planning process, including RASCI and interface descriptions. We use it to create a comprehensive training curriculum for all demand planners. In just three weeks and in close collaboration with planners themselves, we train all demand planners in their new way of working. This minimises the Supply Chain performance dip from day one.
Building a team
In the next three months, we execute a team building and development program for the centralised Demand Planning Team. We practice, play, and acquire new behaviours to ensure a sustained change. Every other week, we highlight and discuss another behavioural theme in the Demand Planner team meeting. Also, we support team meetings with ‘micro-actions’ - practical activities that takes just five minutes a day. This is how we help craft this new team’s culture and way working.
Our team likes a challenge. We started with workshops to create a common understanding of the current demand planning process, RASCI (responsible, accountable, support, consult, inform, ed.), and interfaces. Then, in follow-up sessions, we created a conceptual Demand Planning process and tested it with key stakeholders and end-users. Will this work for all products and markets?
Curbing the performance dip
Their findings help us finetune and finalise the new Demand Planning process, including RASCI and interface descriptions. We use it to create a comprehensive training curriculum for all demand planners. In just three weeks and in close collaboration with planners themselves, we train all demand planners in their new way of working. This minimises the Supply Chain performance dip from day one.
Building a team
In the next three months, we execute a team building and development program for the centralised Demand Planning Team. We practice, play, and acquire new behaviours to ensure a sustained change. Every other week, we highlight and discuss another behavioural theme in the Demand Planner team meeting. Also, we support team meetings with ‘micro-actions’ - practical activities that takes just five minutes a day. This is how we help craft this new team’s culture and way working.
“You are one of the best vendors I have seen in my career working with supply chain consultancy firms. You delivered on time with engagement and flexibility. Especially the focus on head and heart has created a great result in both content and culture. I look forward to working with you on more projects in the years ahead.”
Evert Heusinkveld, Senior Director Supply Chain Viatris (Europe/Australia/New-Zealand)
Recommendation score
"Wil je stappen maken, aan de slag met strategische besturing en echt het verschil maken?"
Neem dan snel contact op met Roel Beentjes via 06-20 99 67 53, of mail naar: roel.beentjes@beenmc.com
When asked to what extent Upjohn would recommend us on a scale of 1-10, we score a 9.
