Service · 02
Supply Planning & Network Optimization
I work with pharma teams to reduce instability in supply planning without adding complexity to an already complex system. That means sizing inventory against real service decisions, clarifying external supply and CMO assumptions, and making the network more responsive where it matters.
What is included
Inventory — size stock against explicit service decisions, so buffer is intentional rather than inherited.
Network design — clarify the role of external partners and CMOs, and where capacity decisions should sit.
Responsiveness — shorten the time between a signal and the decision that responds to it.
External supply assumptions — bring CMO assumptions into the planning conversation instead of leaving them outside it.
Typical outcomes
These are the changes teams work toward. They depend on your starting point and the decisions you choose to address.
Working capital
Inventory reduced where it was protecting against unclear decisions, not against real demand variability.
Stability across partners
Fewer surprises from external supply, because CMO assumptions are shared and reviewed, not assumed.
Faster response
Decisions taken in days, not the next monthly review, when a capacity or service choice cannot wait.
How it works
01
Clarify the decision
We define which decision is actually open, what it depends on, and when it must be taken.
02
Examine the options
We lay out the realistic choices across demand, supply and finance, with the assumptions behind each.
03
Agree actions and ownership
We agree what will be done, who owns it, and when it will be reviewed again.