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The pharmaceutical sector will continue to grow globally; simultaneously, globalization and digitalization will lead to much more volatility.
Fremont, CA: There is an increasing need to become more agile — to react to new situations in real-time. In general, it takes 10 to 15 years to launch a new product to the market, and the activities across this period need close coordination between multiple internal functional groups and external partners.
North American biopharmaceutical contract manufacturing companies are expected to expand at a CAGR of about 10 percent during the forecast period of 2017 to 2027. Contract development and manufacturing organizations (CDMOs) are to respond quickly as drug substances become more complex. Modern sponsor-CDMO partnerships should be agile and flexible, bringing together professionals from numerous disciplines to find solutions that increase efficiency.
Over the last decades, the ways of working have changed and continue to evolve due to new technology, digitalization, and globalization. To use the scaling effects, it was necessary to use outsourcing and focus on lean supply chains. As a result, no one acts as a single entity anymore — everyone is knit together in interdependent companies. Collaboration and total integration are the keys to reach the next stage of productivity.
If organizations desire to reach new productivity levels, the key is to focus on a new way to cooperate and gain an advantage for both sides. Therefore, it’s essential to change the behavior and apply solutions that help deliver more projects on time, faster, and at lower costs without any compromise. Agility is the operative word to accomplish these goals.
The Idea Behind Agile
Agile teams and organizations display central values and behaviors of trust, flexibility, empowerment, openness, and collaboration. In essence, they form a project environment with a mechanism to capture changes and an infrastructure for addressing them without having to compromise on scope, quality, or risk. The aim is to attain undisturbed flow and, therefore, the scope of an agile approach is to identify the obstacle(s). This can be achieved by applying best practices of Lean, Agile, and the Theory of Constraints (TOC) via Critical Chain Project Management (CCPM).
Predominantly, the TOC is a catalyst; it offers practical steps for how best to exploit a constraint when identified; it aids in determining the needed and sufficient processes to achieve more of whatever the goal is by eliminating the obstacles that limit the team from moving forward.
The only need is to be open to fundamental paradigm shifts — from standard practice to common sense, with total focus on the change, the constraint, and speed for success.
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