SlideShare a Scribd company logo
1 of 26
Project Management
in
Supply-chain management
Megha Thakkar PMP®
Supply Chain Management,
Cipla Ltd.
8th May 2013
Pharma Project Management Conference, Mumbai, India
OBJECTIVE
To enhance our existing project management flexibility capabilities to an
international "hands-on" practitioner level.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
2
Project Management
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
3
PROJECT MANAGEMENT
Project management is a system based discipline that relies on project
manager’s competencies to implement a project within
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
4
TIME
COST
SCOPE
QUALITY
PMBOK project management
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
5
*RACI Chart –Role of Project Manager
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
6
Role → Project
Sponsor
Customer End
User
Project
Manager
Project
TeamActivity ↓
Development of the project delivery plan A I I R C
Delivery of the project outcomes C I I AR C
Achievement of project objectives
(cost, schedule, scope)
C I I AR C
Enable the benefits to be realized C I I AR C
Develop and manage team performance I - - AR C
Develop stakeholder management plans C - - AR I
Manage project risk I AR C
Deliver regular project reports I I I AR C
* Responsible, Accountable, Consulted, Informed
Pharmaceutical Project Risk Consequences
Project Risk
Delayed or no
regulatory
approval
Delay launch to
market and to
patients
Unacceptable
product quality
Excessive
product lifecycle
cost
Unacceptable
product
technical
performance
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
7
Typical Pharmaceutical Supply Chain
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
8
Suppliers Manufacturers Warehouses &
Distribution Centers
Customers
Material Costs
Transportation
Costs
Transportation
Costs Transportation
CostsInventory CostsManufacturing Costs
Plan Source Make Deliver Buy
Supply Chain Management
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
9
… historically and currently problematic
Technology
Processes
Culture
War
Volcanic eruptions
Management
Manufacturing
Strike
Boeing, 1997 writes off $2.6
billion, due to supplier parts
shortages
Vipnet, 1999 GSM portal
launch delayed 1 year due to
supplier issues
Sony's 2006, PlayStation 3
delay gives opportunity to rivals
(Microsoft's Xbox 360 and
Nintendo's Wii)
Airbus's A380
super-jumbo 2006
delivery to customers,
almost 2 years late
Sainsbury’s delayed
store openings, cost them
£millions in lost revenue
Legal
Seven Success Factors for SCPM
1. Set realistic GOALS
2. Make an EFFECTIVE PLAN
3. Find a strong EXECUTIVE SPONSOR
4. Assemble good RESOURCES
5. Stay FLEXIBLE
6. Allow TESTING
7. Promote USER BUY-IN
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
10
Similarities between PM and SCM
Project Management Supply Chain Management
• Defined beginning • Defined beginning
• Defined ending • Defined ending
• Defined scope • Defined scope
• Time associated • Time associated
• Defined cost
• Defined inputs • Defined inputs
• Systems view • Systems view
• Customer orientated • Customer orientated
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
11
Supply-chain PM
• Changes in key parameters can have a
significant impact on project schedules
and hence change in project delivery
– material supply
– product orders
– customer forecasts
– staffing resources
• Often, these supply and demand changes
take too long to show up in project
management schedules, resulting in
missed milestones, "throw away" work,
penalties, and cost overruns
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
12
Need
• Enterprises need a single management system that breaks
down the silos between human resource management,
supply chain management, demand planning, cash
management, and project management to ensure that
physical and human resource utilization is maximized
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
13
Solution
• A control tower solution using Rapid Response approach can
provide project management teams with resources to manage
expectations and keep projects on track despite ever-
changing demand and supply variables
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
14
Solution – How?
• Specific project management resources include
– Multi-scenario gantt charts
• summary-level durations, slack time, comparisons to plan
• with milestones directly linked to implications on revenue and costs
– Material– and non-material-related tasks
– Tasks linked to formal work breakdown structures to enable
understanding of the supply chain drivers and implications on projects
– Visibility into cost details for material or non-material-related activities
for a summarized view of total project costs, which then supports
project profitability modeling
• "what-if" scenario capabilities
– link the supply chain analytics to project schedule projections,
enabling companies to quickly assess the implications of potential
material or non-material-related task delays or accelerations
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
15
Benefit
• By incorporating project management along with
RapidResponse control tower solution, customers can expect
to achieve
– Fewer missed project milestones
– Less financial penalties
– Decreased time to revenue recognition
– Improved cash utilization
– Optimized deployment of staffing resources (avoiding either
"time on the bench" or paying overtime)
– Alignment between all stakeholders; Project Office, Supply
Chain Operations, Finance, and your customers
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
16
Benefit
• A control tower solution with RapidResponse approach
eliminates the divide between siloed functions with a single
application platform that truly delivers on the promise of
integrating information, capabilities, and people for holistic
coordination of an enterprise's operations.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
17
Case Study - Product to Market
• Scenario
– As per their business strategy a generic company decided to
launch an ANDA product post patent expiry
• Challenges
– R & D, Regulatory, Manufacturing, and supply chain
departments are located in different locations
– TIMELY LAUNCH is THE MOST IMPORTANT GOAL
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
18
Overview - Project teams
• Product development team – to increase product efficacy and
stability.
• Regulatory group – to launch to all markets globally (working
with the Marketing group to manage the market changes).
• Manufacturing Division – to redevelop facilities, review value
stream operations and transfer the developed product into
two short listed locations.
• Global Supply chain – to manage the supply chain changes.
• Thus the project was actually a program of interconnected
projects and therefore virtual teams each delivering a critical
package.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
19
Project manager
• The Project Manager for the program reviewed the overall
goals and challenges and then proposed a way of working to
address any potential issues with the location of the teams
and the criticality of the project.
– Set up a collaborative e-area to store and share project
documents from each team.
– Internet meetings using collaborative tools which were working
sessions as well as for information exchange.
– Virtual dashboard so that the large team
would focus on the overall goal not just
their part.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
20
Risk-Based Approach
• The team for each critical package was required to report a
risk rating with back-up data
• The risk rating was collated into a critical path of risks which
was communicated to
team and to executive
board to back-up key
decisions on pace and
direction of the project.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
21
Risk Analysis
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
22
6
Amber
50% chance of
success
Manufacturing
Medium
probability of
on-time
completion,
meeting budget
and quality
goals
0 2
Amber risks are
trending to red
as mitigation
plans have not
been resourced
Amber
50% chance of
success
Product
Development
Medium
probability of on-
time completion,
meeting product
robustness and
quality goals
20 6
Mitigation plans
are all green or
trending
towards green
Green
>50% chance of
success
Regulatory
High probability
of on-time
completion,
meeting quality
goals
0 60
Mitigation
plans appear
to be working
Red
<50% chance of
success
Supply chain
Low probability
of on-time
completion,
meeting budget
and quality
goals
0 2 6
Mitigation plans
have failed and
need
contingency
actions ASAP
Red
>50% chance of
success
Project Start-up
Low probability
of on-time
successful start-
up on time
Red Risks
Amber Risks
Green Risks
Outcome
• The program progressed significantly before an anticipated
risk occurred (related to the security of the supply chain for a
key raw material).
• Because of the team communications in place and the way
the risks were proactively managed.
• An alternate vendor though expensive was approved without
implicating the overall ability for the product to make its
anticipated impact on the market.
• Once launched the product did indeed deliver its intended
business case.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
23
Lessons Learned
• Virtual project teams need a way to effectively work together as
face to face sessions are not always practical or indeed possible.
Developing these early in the project generated a real team feeling
as well as effective work practice
• Managing a team across diverse groups requires tools to “bring the
picture together” and the critical path of risks was highlighted as a
way for groups to explain why something was or was not an issue at
that time in a language that was accessible to others.
• Allowing each team to select an appropriate risk tool for their
critical package allowed each to own the risks identified and the
way they needed to be controlled and managed.
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
24
Conclusion
• Every project or program contains at least one or more
customers, suppliers, and goods – hence the need for Supply
Chain Project Management (SCPM) .
• ‘Our job is to get the right goods (product or service) to the
right place at the right time for the right cost - but remain
flexible to match demand.’
Source:1999 - Daniel Newman, J. Sainsbury’s Plc
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
25
Megha Thakkar, PMP ®
kotak.megha@gmail.com
Thank You
8 - May - 2013
Pharma Project Management Conference,
Mumbai, India
26

More Related Content

What's hot

Supply Chain Management PowerPoint Presentation Slides
Supply Chain Management PowerPoint Presentation SlidesSupply Chain Management PowerPoint Presentation Slides
Supply Chain Management PowerPoint Presentation SlidesSlideTeam
 
Supply Chain Risk Management
Supply Chain Risk ManagementSupply Chain Risk Management
Supply Chain Risk ManagementAnand Subramaniam
 
Introduction to Operations and Supply Chain Management
Introduction to Operations and Supply Chain ManagementIntroduction to Operations and Supply Chain Management
Introduction to Operations and Supply Chain ManagementDr. Prashant Kalaskar
 
Supply chain management
Supply chain managementSupply chain management
Supply chain managementAniket Verma
 
Basics of Supply Chain Managment
Basics of Supply Chain ManagmentBasics of Supply Chain Managment
Basics of Supply Chain ManagmentYoussef Serroukh
 
7 step strategic sourcing
7 step strategic sourcing7 step strategic sourcing
7 step strategic sourcingNimisis
 
A view of procurement best practice
A view of procurement best practiceA view of procurement best practice
A view of procurement best practiceDr Gordon Murray
 
Preventing and Managing Supply Chain Disruptions
Preventing and Managing Supply Chain DisruptionsPreventing and Managing Supply Chain Disruptions
Preventing and Managing Supply Chain DisruptionsThomas Tanel
 
Flow of PMBOK 4th Edition in English - Color
Flow of PMBOK 4th Edition in English - ColorFlow of PMBOK 4th Edition in English - Color
Flow of PMBOK 4th Edition in English - ColorRicardo Viana Vargas
 
Strategic Sourcing Process
Strategic Sourcing ProcessStrategic Sourcing Process
Strategic Sourcing ProcessJames Martin
 
Introduction to Supply Chain Management
Introduction to Supply Chain ManagementIntroduction to Supply Chain Management
Introduction to Supply Chain Managementvishnuvsvn
 
Vendor Management - An Overview (Project PPT)
Vendor Management - An Overview (Project PPT)Vendor Management - An Overview (Project PPT)
Vendor Management - An Overview (Project PPT)Jyoti Kumari
 
Supply Chain Risk
Supply Chain RiskSupply Chain Risk
Supply Chain RiskJan Husdal
 

What's hot (20)

Supply Chain Management PowerPoint Presentation Slides
Supply Chain Management PowerPoint Presentation SlidesSupply Chain Management PowerPoint Presentation Slides
Supply Chain Management PowerPoint Presentation Slides
 
Supply Chain Management
Supply Chain ManagementSupply Chain Management
Supply Chain Management
 
Supply Chain Risk Management
Supply Chain Risk ManagementSupply Chain Risk Management
Supply Chain Risk Management
 
Vendor Management
Vendor ManagementVendor Management
Vendor Management
 
Supplier Development
Supplier DevelopmentSupplier Development
Supplier Development
 
Supply Chain Management
Supply Chain ManagementSupply Chain Management
Supply Chain Management
 
Introduction to Operations and Supply Chain Management
Introduction to Operations and Supply Chain ManagementIntroduction to Operations and Supply Chain Management
Introduction to Operations and Supply Chain Management
 
Supply chain management
Supply chain managementSupply chain management
Supply chain management
 
Basics of Supply Chain Managment
Basics of Supply Chain ManagmentBasics of Supply Chain Managment
Basics of Supply Chain Managment
 
7 step strategic sourcing
7 step strategic sourcing7 step strategic sourcing
7 step strategic sourcing
 
A view of procurement best practice
A view of procurement best practiceA view of procurement best practice
A view of procurement best practice
 
Preventing and Managing Supply Chain Disruptions
Preventing and Managing Supply Chain DisruptionsPreventing and Managing Supply Chain Disruptions
Preventing and Managing Supply Chain Disruptions
 
Supply Chain Risk Management
Supply Chain Risk ManagementSupply Chain Risk Management
Supply Chain Risk Management
 
Flow of PMBOK 4th Edition in English - Color
Flow of PMBOK 4th Edition in English - ColorFlow of PMBOK 4th Edition in English - Color
Flow of PMBOK 4th Edition in English - Color
 
Strategic Sourcing Process
Strategic Sourcing ProcessStrategic Sourcing Process
Strategic Sourcing Process
 
Sales & Operations Planning
Sales & Operations PlanningSales & Operations Planning
Sales & Operations Planning
 
Introduction to Supply Chain Management
Introduction to Supply Chain ManagementIntroduction to Supply Chain Management
Introduction to Supply Chain Management
 
Kraljic matrix of procurement
Kraljic matrix of procurementKraljic matrix of procurement
Kraljic matrix of procurement
 
Vendor Management - An Overview (Project PPT)
Vendor Management - An Overview (Project PPT)Vendor Management - An Overview (Project PPT)
Vendor Management - An Overview (Project PPT)
 
Supply Chain Risk
Supply Chain RiskSupply Chain Risk
Supply Chain Risk
 

Similar to Project management in Supply Chain

6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the ...
6.18.2013 -  2013 - Prj & Port Mgmt SftDev - Portfolio Management -  For the ...6.18.2013 -  2013 - Prj & Port Mgmt SftDev - Portfolio Management -  For the ...
6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the ...IBM Rational
 
IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...
IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...
IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...Djadja Sardjana
 
PMP Training Project Scope Management Part 1
PMP Training Project Scope Management Part 1PMP Training Project Scope Management Part 1
PMP Training Project Scope Management Part 1Skillogic Solutions
 
Project Management Presentation material
Project Management Presentation material Project Management Presentation material
Project Management Presentation material Abdel Rahman okasha
 
Creating high performance project teams 2013
Creating high performance project teams   2013Creating high performance project teams   2013
Creating high performance project teams 2013Edward Byers, PMP, SSGB
 
Best Practices: Implement Massive SCM Projects
Best Practices: Implement Massive SCM ProjectsBest Practices: Implement Massive SCM Projects
Best Practices: Implement Massive SCM ProjectsARC Advisory Group
 
IRJET- Quality Improvement for LED Lights using Six Sigma
IRJET- Quality Improvement for LED Lights using Six SigmaIRJET- Quality Improvement for LED Lights using Six Sigma
IRJET- Quality Improvement for LED Lights using Six SigmaIRJET Journal
 
IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019
IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019
IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019IVAR Group
 
Sharath's Resume-Project Manager-V5 30th May'15
Sharath's Resume-Project Manager-V5 30th May'15Sharath's Resume-Project Manager-V5 30th May'15
Sharath's Resume-Project Manager-V5 30th May'15Sharath Sri Karan
 
Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"David Pedreno
 
The role of time, cost and quality in project management
The role of time, cost and quality in project managementThe role of time, cost and quality in project management
The role of time, cost and quality in project managementIRJET Journal
 
Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"David Pedreno
 
Process Improvement Teams.pptx
Process Improvement Teams.pptxProcess Improvement Teams.pptx
Process Improvement Teams.pptxbill671640
 

Similar to Project management in Supply Chain (20)

6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the ...
6.18.2013 -  2013 - Prj & Port Mgmt SftDev - Portfolio Management -  For the ...6.18.2013 -  2013 - Prj & Port Mgmt SftDev - Portfolio Management -  For the ...
6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the ...
 
2_Project Scope Management
2_Project Scope Management2_Project Scope Management
2_Project Scope Management
 
India General Election: A Great Display of Planning, Execution
India General Election: A Great Display of Planning, ExecutionIndia General Election: A Great Display of Planning, Execution
India General Election: A Great Display of Planning, Execution
 
IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...
IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...
IMT Lecture:Creating Project Plans To Focus Product Development.Mm Biztel 13 ...
 
PMP Training Project Scope Management Part 1
PMP Training Project Scope Management Part 1PMP Training Project Scope Management Part 1
PMP Training Project Scope Management Part 1
 
Project Management Presentation material
Project Management Presentation material Project Management Presentation material
Project Management Presentation material
 
Creating high performance project teams 2013
Creating high performance project teams   2013Creating high performance project teams   2013
Creating high performance project teams 2013
 
Best Practices: Implement Massive SCM Projects
Best Practices: Implement Massive SCM ProjectsBest Practices: Implement Massive SCM Projects
Best Practices: Implement Massive SCM Projects
 
IRJET- Quality Improvement for LED Lights using Six Sigma
IRJET- Quality Improvement for LED Lights using Six SigmaIRJET- Quality Improvement for LED Lights using Six Sigma
IRJET- Quality Improvement for LED Lights using Six Sigma
 
IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019
IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019
IVAR DDMRP journey v.06.1 | DDtech conference Bilbao 28 - 29 march 2019
 
Sharath's Resume-Project Manager-V5 30th May'15
Sharath's Resume-Project Manager-V5 30th May'15Sharath's Resume-Project Manager-V5 30th May'15
Sharath's Resume-Project Manager-V5 30th May'15
 
Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"
 
The role of time, cost and quality in project management
The role of time, cost and quality in project managementThe role of time, cost and quality in project management
The role of time, cost and quality in project management
 
Kjf16d1 chron
Kjf16d1 chronKjf16d1 chron
Kjf16d1 chron
 
Kjf16d1 chron
Kjf16d1 chronKjf16d1 chron
Kjf16d1 chron
 
Kjf16d1 chron
Kjf16d1 chronKjf16d1 chron
Kjf16d1 chron
 
Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"Asset Finance Systems: Project Initiation "101"
Asset Finance Systems: Project Initiation "101"
 
Process Improvement Teams.pptx
Process Improvement Teams.pptxProcess Improvement Teams.pptx
Process Improvement Teams.pptx
 
Michigan Agile Presentation
Michigan Agile PresentationMichigan Agile Presentation
Michigan Agile Presentation
 
Kjf13a1 chron
Kjf13a1 chronKjf13a1 chron
Kjf13a1 chron
 

More from Megha Kotak, PMP

Ask Right questions from Project management Point of view
Ask Right questions from Project management Point of viewAsk Right questions from Project management Point of view
Ask Right questions from Project management Point of viewMegha Kotak, PMP
 
Nexus between corporate strategy and portfolio management - megha thakkar
Nexus between corporate strategy and portfolio management - megha thakkarNexus between corporate strategy and portfolio management - megha thakkar
Nexus between corporate strategy and portfolio management - megha thakkarMegha Kotak, PMP
 
Pharma project risk management
Pharma project risk managementPharma project risk management
Pharma project risk managementMegha Kotak, PMP
 
Project lifecycle management @ Pharma Project Management Conference - 2014, M...
Project lifecycle management @ Pharma Project Management Conference - 2014, M...Project lifecycle management @ Pharma Project Management Conference - 2014, M...
Project lifecycle management @ Pharma Project Management Conference - 2014, M...Megha Kotak, PMP
 
Project Management In Pharmaceutical Industry
Project Management In Pharmaceutical IndustryProject Management In Pharmaceutical Industry
Project Management In Pharmaceutical IndustryMegha Kotak, PMP
 

More from Megha Kotak, PMP (6)

Ask Right questions from Project management Point of view
Ask Right questions from Project management Point of viewAsk Right questions from Project management Point of view
Ask Right questions from Project management Point of view
 
Nexus between corporate strategy and portfolio management - megha thakkar
Nexus between corporate strategy and portfolio management - megha thakkarNexus between corporate strategy and portfolio management - megha thakkar
Nexus between corporate strategy and portfolio management - megha thakkar
 
Pharma project risk management
Pharma project risk managementPharma project risk management
Pharma project risk management
 
Project lifecycle management @ Pharma Project Management Conference - 2014, M...
Project lifecycle management @ Pharma Project Management Conference - 2014, M...Project lifecycle management @ Pharma Project Management Conference - 2014, M...
Project lifecycle management @ Pharma Project Management Conference - 2014, M...
 
Innovation
Innovation Innovation
Innovation
 
Project Management In Pharmaceutical Industry
Project Management In Pharmaceutical IndustryProject Management In Pharmaceutical Industry
Project Management In Pharmaceutical Industry
 

Recently uploaded

HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectivelyMarianna Nakou
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 

Recently uploaded (20)

HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectively
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 

Project management in Supply Chain

  • 1. Project Management in Supply-chain management Megha Thakkar PMP® Supply Chain Management, Cipla Ltd. 8th May 2013 Pharma Project Management Conference, Mumbai, India
  • 2. OBJECTIVE To enhance our existing project management flexibility capabilities to an international "hands-on" practitioner level. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 2
  • 3. Project Management 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 3
  • 4. PROJECT MANAGEMENT Project management is a system based discipline that relies on project manager’s competencies to implement a project within 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 4 TIME COST SCOPE QUALITY
  • 5. PMBOK project management 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 5
  • 6. *RACI Chart –Role of Project Manager 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 6 Role → Project Sponsor Customer End User Project Manager Project TeamActivity ↓ Development of the project delivery plan A I I R C Delivery of the project outcomes C I I AR C Achievement of project objectives (cost, schedule, scope) C I I AR C Enable the benefits to be realized C I I AR C Develop and manage team performance I - - AR C Develop stakeholder management plans C - - AR I Manage project risk I AR C Deliver regular project reports I I I AR C * Responsible, Accountable, Consulted, Informed
  • 7. Pharmaceutical Project Risk Consequences Project Risk Delayed or no regulatory approval Delay launch to market and to patients Unacceptable product quality Excessive product lifecycle cost Unacceptable product technical performance 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 7
  • 8. Typical Pharmaceutical Supply Chain 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 8 Suppliers Manufacturers Warehouses & Distribution Centers Customers Material Costs Transportation Costs Transportation Costs Transportation CostsInventory CostsManufacturing Costs Plan Source Make Deliver Buy
  • 9. Supply Chain Management 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 9 … historically and currently problematic Technology Processes Culture War Volcanic eruptions Management Manufacturing Strike Boeing, 1997 writes off $2.6 billion, due to supplier parts shortages Vipnet, 1999 GSM portal launch delayed 1 year due to supplier issues Sony's 2006, PlayStation 3 delay gives opportunity to rivals (Microsoft's Xbox 360 and Nintendo's Wii) Airbus's A380 super-jumbo 2006 delivery to customers, almost 2 years late Sainsbury’s delayed store openings, cost them £millions in lost revenue Legal
  • 10. Seven Success Factors for SCPM 1. Set realistic GOALS 2. Make an EFFECTIVE PLAN 3. Find a strong EXECUTIVE SPONSOR 4. Assemble good RESOURCES 5. Stay FLEXIBLE 6. Allow TESTING 7. Promote USER BUY-IN 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 10
  • 11. Similarities between PM and SCM Project Management Supply Chain Management • Defined beginning • Defined beginning • Defined ending • Defined ending • Defined scope • Defined scope • Time associated • Time associated • Defined cost • Defined inputs • Defined inputs • Systems view • Systems view • Customer orientated • Customer orientated 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 11
  • 12. Supply-chain PM • Changes in key parameters can have a significant impact on project schedules and hence change in project delivery – material supply – product orders – customer forecasts – staffing resources • Often, these supply and demand changes take too long to show up in project management schedules, resulting in missed milestones, "throw away" work, penalties, and cost overruns 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 12
  • 13. Need • Enterprises need a single management system that breaks down the silos between human resource management, supply chain management, demand planning, cash management, and project management to ensure that physical and human resource utilization is maximized 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 13
  • 14. Solution • A control tower solution using Rapid Response approach can provide project management teams with resources to manage expectations and keep projects on track despite ever- changing demand and supply variables 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 14
  • 15. Solution – How? • Specific project management resources include – Multi-scenario gantt charts • summary-level durations, slack time, comparisons to plan • with milestones directly linked to implications on revenue and costs – Material– and non-material-related tasks – Tasks linked to formal work breakdown structures to enable understanding of the supply chain drivers and implications on projects – Visibility into cost details for material or non-material-related activities for a summarized view of total project costs, which then supports project profitability modeling • "what-if" scenario capabilities – link the supply chain analytics to project schedule projections, enabling companies to quickly assess the implications of potential material or non-material-related task delays or accelerations 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 15
  • 16. Benefit • By incorporating project management along with RapidResponse control tower solution, customers can expect to achieve – Fewer missed project milestones – Less financial penalties – Decreased time to revenue recognition – Improved cash utilization – Optimized deployment of staffing resources (avoiding either "time on the bench" or paying overtime) – Alignment between all stakeholders; Project Office, Supply Chain Operations, Finance, and your customers 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 16
  • 17. Benefit • A control tower solution with RapidResponse approach eliminates the divide between siloed functions with a single application platform that truly delivers on the promise of integrating information, capabilities, and people for holistic coordination of an enterprise's operations. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 17
  • 18. Case Study - Product to Market • Scenario – As per their business strategy a generic company decided to launch an ANDA product post patent expiry • Challenges – R & D, Regulatory, Manufacturing, and supply chain departments are located in different locations – TIMELY LAUNCH is THE MOST IMPORTANT GOAL 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 18
  • 19. Overview - Project teams • Product development team – to increase product efficacy and stability. • Regulatory group – to launch to all markets globally (working with the Marketing group to manage the market changes). • Manufacturing Division – to redevelop facilities, review value stream operations and transfer the developed product into two short listed locations. • Global Supply chain – to manage the supply chain changes. • Thus the project was actually a program of interconnected projects and therefore virtual teams each delivering a critical package. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 19
  • 20. Project manager • The Project Manager for the program reviewed the overall goals and challenges and then proposed a way of working to address any potential issues with the location of the teams and the criticality of the project. – Set up a collaborative e-area to store and share project documents from each team. – Internet meetings using collaborative tools which were working sessions as well as for information exchange. – Virtual dashboard so that the large team would focus on the overall goal not just their part. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 20
  • 21. Risk-Based Approach • The team for each critical package was required to report a risk rating with back-up data • The risk rating was collated into a critical path of risks which was communicated to team and to executive board to back-up key decisions on pace and direction of the project. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 21
  • 22. Risk Analysis 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 22 6 Amber 50% chance of success Manufacturing Medium probability of on-time completion, meeting budget and quality goals 0 2 Amber risks are trending to red as mitigation plans have not been resourced Amber 50% chance of success Product Development Medium probability of on- time completion, meeting product robustness and quality goals 20 6 Mitigation plans are all green or trending towards green Green >50% chance of success Regulatory High probability of on-time completion, meeting quality goals 0 60 Mitigation plans appear to be working Red <50% chance of success Supply chain Low probability of on-time completion, meeting budget and quality goals 0 2 6 Mitigation plans have failed and need contingency actions ASAP Red >50% chance of success Project Start-up Low probability of on-time successful start- up on time Red Risks Amber Risks Green Risks
  • 23. Outcome • The program progressed significantly before an anticipated risk occurred (related to the security of the supply chain for a key raw material). • Because of the team communications in place and the way the risks were proactively managed. • An alternate vendor though expensive was approved without implicating the overall ability for the product to make its anticipated impact on the market. • Once launched the product did indeed deliver its intended business case. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 23
  • 24. Lessons Learned • Virtual project teams need a way to effectively work together as face to face sessions are not always practical or indeed possible. Developing these early in the project generated a real team feeling as well as effective work practice • Managing a team across diverse groups requires tools to “bring the picture together” and the critical path of risks was highlighted as a way for groups to explain why something was or was not an issue at that time in a language that was accessible to others. • Allowing each team to select an appropriate risk tool for their critical package allowed each to own the risks identified and the way they needed to be controlled and managed. 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 24
  • 25. Conclusion • Every project or program contains at least one or more customers, suppliers, and goods – hence the need for Supply Chain Project Management (SCPM) . • ‘Our job is to get the right goods (product or service) to the right place at the right time for the right cost - but remain flexible to match demand.’ Source:1999 - Daniel Newman, J. Sainsbury’s Plc 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 25
  • 26. Megha Thakkar, PMP ® kotak.megha@gmail.com Thank You 8 - May - 2013 Pharma Project Management Conference, Mumbai, India 26

Editor's Notes

  1. Opportunity to bring my frame of reference of Project management in Supply chain and its value addition.
  2. Product launch First ANDA team facility regulatory product approval logisticsRACI chartChk list