A $40 million pharmaceutical manufacturer engaged RubinBrown to direct and guide them in business process improvement and ERP Project Management.
A $40 million pharmaceutical manufacturer engaged RubinBrown to direct and guide them in business process improvement and ERP Project Management.
RubinBrown was engaged to optimize operations and guide the selection of a modern Enterprise Resource Planning (ERP) system tailored to the client’s core business needs. The engagement focused on:
A $40 million pharmaceutical manufacturer engaged RubinBrown to direct and guide them in business process improvement and ERP Project Management.
The initial driver of the project was the company's concern that its current Enterprise Resource Planning (ERP) software was outdated and no longer met its needs with the efficiency necessary to keep pace in the current pharmaceutical market.
After acquiring an additional facility out of state, that facility continued to operate on a separate ERP platform from the HQ site. The functionality of the new site was mostly limited to inventory management, and the HQ site was limited to inventory management and finance. Both sites operated their ERP systems independently.
The client wanted to stay ahead in the clinical trial and commercial manufacturing market. Therefore, the company’s new president had set aggressive organic growth goals based on the total available market.
The aim was to increase manufacturing output by over 100% without needing to build a new work center. The president also wanted to realign the sales function to drive additional demand. The projected timing for implementing the added capacity was two years.
It was established that any improvements in technology needed to be aligned with desired business processes that drive to the strategic goals of the organization. To that point, the project was defined as a Business Process Optimization project.
A software evaluation was conducted to determine how various software programs could assist the company in pharmaceutical research and development. The evaluation examined how each software could enhance the company's operations. It looked at how each software could improve the company's practices.
The selected software solution was expected to facilitate three key business objectives:
The company's new plan was to use technology and change management to stay ahead in the industry. They would also work on building a flexible and scalable infrastructure to streamline new products or services. Additionally, this would help them prepare for any future mergers or acquisitions.
The Business Process Review and Software evaluation was completed in about nine months’ elapsed time. The ERP solution’s implementation required an additional 18 months.
The software evaluation managed by RubinBrown resulted in the client choosing to implement a new enterprise software solution at their two facilities.
Processes changed:
CHANGES: Manufacturing LOT Data
BENEFIT: Mitigate compliance risks (e.g., shipping lot traceability)
CHANGES: Automated Revenue Recognition
BENEFIT: Efficient Financial Statements (e.g., Accurate Gap Analysis)
CHANGES: Integrated Material Requirements Planning
BENEFIT: Optimized RM Inventory (+Control In-Process, Spare Parts)
CHANGES: Less Paperwork in Manufacturing
BENEFIT: Reduction of Manual Work (5000-7000 hours/year)
CHANGES: Precise and Accurate KPIs
BENEFIT: Quicker KPI Reporting (Monthly to Weekly and Daily)
CHANGES: Interface Management Data (Visibility)
BENEFIT: Quick and Accurate Management Decision Making
"Our team spent a lot of time debating whether or not to hire an outside consultant for this project, but partnering with RubinBrown was one of the best strategic decisions we could have made. The level of service and their commitment to meeting our specific needs blew us away. We know we chose the right ERP system, but that's because we chose the right consultant to help us get there."
CIO