Business Process Management

Commercial, manufacturing, and supply aspects in the biopharmaceutical industry can all be managed in order to mitigate risk. This white paper focuses on how a structured and transparent risk management process can be an ideal way to align the needs of patients with drug manufacturers and their suppliers, regulators, investors, and employees. Read on to learn more about guarding commercial interests, building and managing manufacturing capacity, and preventing supply disruption, and how these things can impact managing risk in biomanufacturing.

Now is a time of great opportunity for food entrepreneurs. Consumers are demanding more choices, and e-commerce is connecting buyers and sellers worldwide. Food startups can grow in new ways and more rapidly than was previously possible, but when success maxes out production capacity, the entrepreneur faces a new challenge—how to scale to keep up with demand.

Although many companies have internal project management teams, it is often most efficient to turn to outside resources to support large-scale solution deployments. Recently, United Rentals, Inc. did just that.

Today, most companies with teams of mobile field technicians are running some type of field service management software. They may have even extended that software to handheld devices used by their technicians in the field. In some cases, that service management software will automate part of the dispatcher’s role by using data on technicians and projects to generate a schedule for the day.

The U.S. healthcare industry’s claims-payment system is frustrating to providers, payers, and patients alike. Inefficiency and a systemwide tendency for error wastes precious resources, worsens miscommunication and mistrust among all stakeholders, and inhibits the ability to transition to value-based approaches that achieve better outcomes. We need to rethink our industry’s disjointed and siloed approach in order to solve a very integrated problem.

Successful prototyping begins with mechanical design that will operate properly when assembled and will be scalable for volume manufacturing. A working prototype can be a smooth progression if you employ the right resources and processes.

How do I differentiate my business from my competitors? This is a question that many managed service providers (MSPs) are battling with. One potentially successful approach is to specialize in a particular vertical market. By focusing on vertical markets, you acquire specific knowledge and expertise about the objectives, processes, and IT issues related to that type of business. You become an expert and specialist rather than a generalist, which enables you to solve problems more effectively and to offer a more relevant mix of products and services. Eventually, you will be able to leverage your specialist expertise and add greater value to your customers than your competitors.

Starting a business can be hard. Growing  your business can be even harder. Whether it’s poor customer data, manual and broken processes, minimal operations visibility to make decisions, building a winning team, or keeping up with changing regulations, there is always something getting in the way of growth. These barriers hurt sales, cost money and create risk.

In the recent decades, the market for the products of the industrial process industries has changed greatly. The manufacture of mass products has shifted to locations where raw materials are available economically. Competitive pressures have forced a swing to specialization as well as to an ability to adapt to customers desires. The systems are designed so that the economic data, such as raw material properties, raw material costs, batch sizes, are quickly integrated into the processes. An important consideration is the assurance and improvement of product quality.

First-call resolution or first-time fix rates have become a critical key performance indicator (KPI) for field service organizations interested in gaining a competitive advantage. While historically automation efforts in field service have focused on improving efficiency and productivity in an effort to reduce costs or complete more work orders each day, they have not necessarily had a direct impact on customer satisfaction.

Today’s medical device and pharma industry assembly concepts can be complex. Here, Bill Welch, chief technology officer, Phillips-Medisize, outlines why, therefore, the company provides a comprehensive assembly concept, tailored to customers’ needs. Scalability begins with early DFM (design for manufacture) / DFA (design for assembly) philosophy integrated into the product development process.

Current market conditions such as regulations and mergers or acquisitions make improving compliance and manufacturing efficiency while driving to grow revenue and margins difficult.