VCRP™ for Pharma/Biotech

Multi-Tier / Site Visibility, Planning and Management

animalh

Pharma and Biotech brand owners face huge challenges planning and managing their multi-tier in/out bound value chains. Firms find it difficult to achieve real time visibility from key sub-suppliers through in-house or contract manufacturing to logistics down through master distributors or direct distribution to end users. Owners have growing traceability and/or serialization requirements.

Leaders are looking to synchronize demand signals with supply plans / processes across end to end value streams segmented by market channels. They need agile support for constantly evolving business processes with channel / partner specific processes, yet require central control and management. They wish to see consolidated network wide data, yet be able to plan and execute daily down to single sku/site level, but they do not want to replace existing validated systems nor can they demand that partners make costly investments to participate.

Leaders seek a next gen platform to unify their existing enterprise solutions and their partner’s information /process flows into a unified value chain operating platform, synchronized daily.

How can you implement these solutions cost effectively?

VCRP delivers a modern, purpose built multi-tier value chain “operating system” with visibility, planning, fulfillment and demand visibility and cost effective multi-party inventory management. View critical data from any participating site or partner, see plans and actuals and drill down to individual transactions as needed. Collaborate with partners to choose the best options. Create or change plans and then synchronize them back for execution in their own or partner’s systems at all the required partners or sites automatically. Daily activity is aggregated up in configurable time buckets for planning and aggregated business plan data is broken down weekly and reconciled to actual activity.

We manage lot controlled and serialized products such as drugs, devices and other items subject to effectivity dates, expiration, traceability, and recall requirements. VCRP supports the emerging compliance requirements for lot and serial traceability compliance.

We offer specific applications to support multi-tier drug manufacturing and distribution needs, VCRP provides agile event response capability, such as recovery from a catastrophic supplier failure, or materials shortage problems, enabling transformative levels of customer satisfaction, without requiring changes to your ERP solution or to your partner’s existing IT investments. Leverage your enterprise systems investments into a value chain solution cost effectively.

See, Plan and Manage Value in Real-time, from End-to-End

Vecco enables / manages compliance in these challenging environments. Item and lot traceability / visibility can extend from root ingredient batch to finished, packaged product delivered to a specific user.

VCRP Real-time Synchronization of Multi-Enterprise Business Processes

animalh2

Dynamic response to continual changes of demand and supply is particularly challenging across a multi-tier or highly outsourced supply chains. VCRP delivers accurate and timely End-to-End visibility, configurable business workflows, and a complete suite of collaborative supply and demand management solutions. We enable customers to attain “Omni-Site” view and management of true aggregated demand and inventory.

VCRP Secure platform and dynamic workflow processes

Complex many-to-many relationships are decoupled from the underlying disparate systems and re-coupled into many-to-one relationships. This architecture reduces complexity and allows the number of business partners to scale easily. Security is highly granular, down to the site, user, role, and item.

  • Agile to constant business process changes, in a secure, easy to control manner with highly
  • Fast deployment and rapid ROI. Solutions can be configured and affordably deployed in 120 days
  • Integrated with optional Big Data Analytics – mine harmonized data to drive gains

Enable high Customer Satisfaction and real Shareholder Value improvement

No Results Found

The page you requested could not be found. Try refining your search, or use the navigation above to locate the post.

Have A Question

Contact Us

VCRP™; Has Proven Implementations To Over 3,000 Trading Partners

Become One

Recent News


The World is Flattening – Let’s Get Moving!

Global flattening and the exponential advances in technology are revolutionizing the way we live and do business! This is an era where mind boggling advances in a new digital infrastructure, changes in public policy and the effects of globalization are enabling unknown companies to emerge overnight and dominate industries using information and time as competitive weapons. Thomas Friedman wrote about this in his best-selling book “The World is Flat”, as well as countless others in leading publications such as the Harvard Business Review and the Economist. It’s an undeniable fact that the new economy works across borders, languages, currencies and cultures. It’s also an inescapable fact that the dynamics of legacy supply chain processes and incumbent business relationships make it difficult to adapt to these international realities and new competitive landscape. How do you respond to globalization? For too long we have focused on traditional performance improvement areas “within the four walls” and with continually diminishing returns. We need order of magnitude, game-changing improvements, not percentage point improvements. A company’s success in the new economy is increasingly less dependent on individual performance and more dependent on the overall success of the supply chains they participate in. The supply chain that can satisfy the needs of the customer better – wins. Companies need to look outside their four walls, embrace change, embrace new technologies and eliminate the barriers throughout their extended value chain that impede the flow of information and decisions. Time is a company’s most valuable asset and those with the greatest return on time can respond quicker, out-think and out-maneuver the competition. Speed is a devastating competitive advantage... read more

The Refrain is the Same: Can You See Me Now?

Every year there are several surveys asking supply chain executives to rank the challenges they face. And, for as long as I can remember, supply chain visibility ranks at or near the top. This year’s reincarnation of the control tower metaphor is being applied to supply chain visibility. Can you see me now? If it’s so critical, why haven’t we implemented it? —Rich Sherman, Supply Chain Discipline Expert at Trissential The supply chain landscape is composed of many different applications and systems often within an enterprise, let alone the inclusion of the customers and suppliers required to achieve end-to-end supply chain visibility. It’s a complex functional and technical network. There are many vendors addressing the issue; after all, in many ways it represents the Holy Grail. However, the problem is that for supply chain visibility to work, many systems from many vendors are going to have to interoperate. And, which company in the supply network is going to be the “mother ship”? Your customer and supplier base are composed of competitors to one another and you’re not their only trading partner. Like them, you have competitors that are their customers and suppliers. Aha! Perhaps this is the reason that for as long as we can remember, supply visibility is the most desired yet underserved solution in supply chain. That is not to take away from the number of vendors that are providing visibility to a limited subset of the supply chain. There are some solutions in transportation, electronic transaction exchange, procurement, intra-industry collaboration, and other functional capabilities that provide control-tower-like applications. Just no one seems to be addressing a company’s entire supply chain. Well, no one except Hewlett-Packard. In contract with Vecco International, H-P defined and developed a technology agnostic collaboration platform, primarily to incorporate their supplier base... read more

Responsibility Lies with Leaders

First published in the Lean Management Journal (LMJ) and republished here with permission. When it comes to sustainably and profitably growing an organisation in the face of changing market conditions, Roddy Martin identifies various ‘disconnects’ within these initiatives. To understand and manage these disconnects, a four-layer management system must be well understood by executive leadership teams: Systems of Control, Systems of Record, Systems of Process and Systems of Venture and Sufficiency. Another disconnect is IT’s role within these four layers in order to collaborate, not hinder the process. Roddy explains how executive leadership teams can overcome these hurdles. Roddy Martin proposes a four-layer management system model and explains why alignment between these four layers is so critical. As continuous improvement and supply chain performance improvement practitioners, we know that aligning business operating strategy and business performance improvements, and building end-to-end supply chain capabilities to achieve competitive advantage, are merging to achieve one goal: To grow sustainably and profitably while weathering the dynamics of market change. In reality, however, ‘disconnects’ and ‘project-based approaches’ in these initiatives highlight cross-functional gaps that stand in the way of collaboratively building an end-to-end business with demand-driven process capabilities. “Disconnects” are characterised in the following leadership questions: What is the challenge involved in translating and aligning the business operating strategy into end-to-end business processes and supply chain design, and in achieving sustainable performance improvement capabilities by aligning with continuous improvement? What factors are in the way of aligning and synchronising IT with business and supply chain transformation? How is leading and managing the transformational change embedded into every maturity stage of the transformation journey? Is... read more