2023-10-05-科尔尼-it_s_time_for_a_step_change_-_Kearney_18页_951kb

1. Executive Summary

India's pharma industry can unlock $7 billion in value by learning from consumer goods companies. Current performance lags in areas like customer service, inventory management, planning, and quality systems, indicating significant opportunity for improvement. Adopting a regenerative operations approach based on world-class practices can drive financial gains.

2. Opportunity & Value Creation

India's pharma industry has grown substantially but relies on traditional strategies that aren’t cutting costs or driving margins as effectively as consumer goods firms. By closing the performance gap through learning from CPG companies, Indian pharma could unlock ~$6.8–$7 billion in additional cash across the industry. A typical company could boost margins by ~10.9 percentage points and free up ~$0.28 billion in profits and $0.13 billion in working capital savings.

3. Key Performance Gaps with CPG

1. Customer Service & Inventory: Pharma averages 75% On-Time-In-Full (OTIF) vs. 95% in CPG; service losses ~1.5%. Average inventory days: 65 finished vs. 30 days in CPG.
2. Supply Chain Planning: CPG uses daily S&OP cycles vs. weekly in pharma. Pharma forecast accuracy is <70%.
3. Operational Efficiency: Pharma OAE (Operating Asset Effectiveness) losses average 40–50%, vs. 20–30% in CPG. Pharma capacity utilization is 60% vs. 90% in CPG.
4. Quality Systems: Pharma unplanned downtime averages 7% vs. 5% in CPG. Scrap and rework costs are higher in pharma (1% and 5% of COGS) than CPG (0.6% and 4.1%).

4. Four-Pronged Transformation Plan

a. Operations Strategy

• Segment supply chains to serve high-/low-margin products differently, improving trade-offs between service, cost, and flexibility.
• Design end-to-end operating models that integrate cross-functional execution.

b. Planning & Execution Excellence

• Implement standardized, data-driven S&OP, inventory management, and demand forecasting.
• Use life-cycle management and collaborative tools to predict product needs and market shifts.

c. People & Execution

• Drive transformation through a culture of excellence, employee training, and measurable incentives tied to participation.
• Employ the "four walls" method to fix production processes in medium-sized cells for measurable improvement.

d. Lean Planning & Supply Chain Optimization

• Optimize sourcing by integrating cross-functional data and capacity reduction plans.
• Reduce working capital by ~20% and cut COGS by ~15% through improved inventory.

5. Financial Impact

• Margins: Earnings margins could increase ~10.9 points (e.g., $2.6B revenue firm → $0.28B extra profit).
• Working Capital: Reduction of ~$2.1B across the industry.
• Total Effect: $7B+ in incremental cash and savings.

6. Key Takeaways

Drug firms must overhaul operational strategies by directly adapting practices from CPG, automotive, and high-tech industries. This requires agility, data-driven planning, and a sustained focus on quality and efficiency.