Engagement: Developed a global manufacturing strategy to optimize the clinical and commercial production of drug substance (API), drug product, and packaging across a portfolio of large and small molecule drugs. Designed an optimal in-source / outsourced model for the manufacturing for current and pipeline product based on key drivers, including time phased-demand, capacity/capabilities, operating expense and capital investment, and tax liabilities.

Result: Identified more than $300 million in additional free cash flow, $100–$300 million in capital investment savings, and protected $315 million in annual tax savings and deferrals.

Engagement: Developed a supply chain strategy to improve revenue predictability and drive overall business improvement. Led the design and deployment of strategic supply chain planning capabilities, including sales and operations planning; demand planning; production planning, and plan-to-procure activities. Linked these processes with the organization’s financial planning and budgeting activities.

Result: Identified $20-$25 million per year in increased revenue opportunities.  Improved on-time delivery performance by 9%.

Engagement: Devised a 5-year manufacturing overhead strategy.  Categorized and identified the root causes of overhead cost growth.  Benchmarked overhead spending by category across the company’s plant network and using comparative industry data.  Developed implementation plans for each cost savings opportunity, including accountability, timing, resource requirements, and activities. 

Result: Identified $80 million in COGS savings over five years across multiple sites and corporate cost centers.

Engagement: Developed a portfolio optimization strategy focused on enhanced decision quality to progress compounds faster and more efficiently using specific value drivers including cost (FTE and Materials), cycle time, and compound attrition rates.  Designed an improved organizational model to achieve and govern targeted objectives on an on-going basis and indentified required changes to existing organization, infrastructure, and business processes.

Result: Identified $300-$500 million in savings through improved molecule attrition rates, FTE and materials costs, and cycle time reduction.

Engagement: Established a program governance model supporting a major transformation initiative.  Focused on managing the development and deployment of five strategic and global value added processes: Innovation; Business Planning; Sales and Operations Planning; Pricing and Trade Spend Effectiveness, and Lean.  Developed the required infrastructure, processes and program management team.   Embedded all required change management and organizational transformation activities.

Result:Delivery of transformation on-time and within budget.