We had a 𝗳𝗮𝗻𝘁𝗮𝘀𝘁𝗶𝗰 𝗜𝗕𝗣/𝗜𝗕𝗦𝗶𝗻𝗴 𝗣𝗿𝗮𝗰𝘁𝗶𝘁𝗶𝗼𝗻𝗲𝗿𝘀 𝗖𝗮𝗹𝗹 with George Cioban, Sr. Director Global S&OP Pharmanovia, and a dozen highly experienced 𝗜𝗕𝗣 𝗽𝗿𝗮𝗰𝘁𝗶𝘁𝗶𝗼𝗻𝗲𝗿𝘀.
George shared valuable insights on how 𝗦&𝗢𝗣/𝗜𝗕𝗣 𝗰𝗮𝗻 𝗯𝗲𝗰𝗼𝗺𝗲 𝘁𝗿𝘂𝗹𝘆 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰, highlighting five key takeaways:
1️⃣ 𝗜𝗕𝗣 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 when 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲𝘀 are linked to 𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹, 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹, 𝗮𝗻𝗱 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀.
2️⃣ 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝗮𝗿𝗲 𝗰𝗼-𝗼𝘄𝗻𝗲𝗱 by 𝗖𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹, 𝗙𝗶𝗻𝗮𝗻𝗰𝗲, 𝗮𝗻𝗱 𝗦𝘂𝗽𝗽𝗹𝘆, but 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 remains the key differentiator.
3️⃣ 𝗘𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝗱𝗮𝘁𝗮 𝗮𝗻𝗱 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 help to 𝗽𝗿𝗲𝗱𝗶𝗰𝘁 𝗯𝗲𝘁𝘁𝗲𝗿 and 𝗱𝗲𝗰𝗶𝗱𝗲 𝗳𝗮𝘀𝘁𝗲𝗿, turning IBP into a 𝗽𝗿𝗼𝗮𝗰𝘁𝗶𝘃𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀.
4️⃣ 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗶𝘀 𝗱𝗲𝘀𝗶𝗴𝗻𝗲𝗱, 𝗻𝗼𝘁 𝗿𝗲𝗮𝗰𝘁𝗶𝘃𝗲, supported by strong 𝗶𝗻𝘃𝗲𝗻𝘁𝗼𝗿𝘆 and 𝗿𝗶𝘀𝗸 𝗽𝗼𝗹𝗶𝗰𝗶𝗲𝘀.
5️⃣ 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗶𝗻𝘃𝗼𝗹𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 – without it, the process remains 𝘁𝗮𝗰𝘁𝗶𝗰𝗮𝗹.
💡 In the breakout groups, we discussed 𝘄𝗵𝗶𝗰𝗵 𝘁𝘆𝗽𝗲𝘀 𝗼𝗳 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 are taken in a 𝘁𝗮𝗰𝘁𝗶𝗰𝗮𝗹 versus a 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗜𝗕𝗣.
One particularly interesting distinction was between “𝟭-𝘄𝗮𝘆” 𝗮𝗻𝗱 “𝟮-𝘄𝗮𝘆” 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀:
𝟭-𝘄𝗮𝘆 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 (𝗵𝗶𝗴𝗵-𝗶𝗺𝗽𝗮𝗰𝘁 𝗮𝗻𝗱 𝗻𝗼𝗻-𝗿𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲) require greater 𝗰𝗮𝗿𝗲, 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲, 𝗮𝗻𝗱 𝗮𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁.
Critical enablers include:
• A 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗺𝗮𝗸𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀
• 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 on who owns the decision and what it implies
• 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 between functions
• 𝗧𝗿𝘂𝘀𝘁 𝗮𝗻𝗱 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 in the team
• The ability to decide based on 𝗿𝗲𝗹𝗶𝗮𝗯𝗹𝗲 𝗱𝗮𝘁𝗮
Another important takeaway was the 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗳𝗼𝗹𝗹𝗼𝘄 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗼𝗻 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀.
Too often, decisions are made but not executed consistently. Building a culture of 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗿𝗲𝗹𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝘆 is key – supported by 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲 in monitoring commitments and 𝗽𝗿𝗼𝗮𝗰𝘁𝗶𝘃𝗲 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 when actions cannot be carried out as planned.
This was a truly 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝗳𝘂𝗹 𝗲𝘅𝗰𝗵𝗮𝗻𝗴𝗲 — thank you to George and all participants for contributing to this rich discussion.