continued to serve patients and customers, despite all the chal- lenges, which has elevated the appreciation of supply chain within the company even further.”
What is the company strategy: operational excellence, product leadership, or customer intimacy?
“Our overall mission is empowering life by improving, extend- ing and saving lives. From a supply chain standpoint, it’s about delivering life-enhancing solutions to patients. Of course, we want to deliver to customers at an affordable price and collabo- rate with them to drive mutual value creation but at the end of the day we will only succeed if we have great products that meet patients’ needs. Therefore I would say all three are important, but it starts with having great products. We have a great portfolio of existing products and a pipeline ahead that will deliver “First in class, Best in class” medicines to improve, extend or saves lives across the world. A great example is Dupixent, launched in 2017 to help patients with atopic der- matitis. It has grown already to a $3.5bn product and will grow to $10bn in the coming years, as we make it available in more countries and extend the medical conditions it serves beyond atopic dermatitis.”
How has the COVID pandemic changed the pace of product innovation?
“Things are changing fast: We’ve just seen the development of vaccines move from ten years to ten months. The way that pharma and healthcare companies have responded to the pan- demic has been phenomenal. The genie is out of the lamp, the question ahead is, how we can we live up to this new expecta- tion of speed to market?
The development of vaccines moved from ten years to ten months.
organised to bring all supply chain teams working in factories, distribution centers, markets and within global business units together as one global supply chain organization. The company was evolving and wanted to drive a transformation in supply chain capabilities.
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I was attracted to the position because of the opportunity to contribute and learn in a completely new industry for me. In a Company which through its medicines improves, extends and saves lives. Sanofi wanted someone with operational experience from com- panies known for their supply chain capabilities and ideally from an industry which was used to regulation. I was fortunate enough that my experiences across P&G and Danone put me in the right place at the right time. Over the last four years we’ve transformed the supply chain and the organization has delivered in terms of performance, pace of product launches, customer connection and satisfaction and ultimately what it can deliver to the top and bottom line. Dur- ing the last year we have demonstrated our resilience as we’ve
Also, the amount of collaboration across the industry has been phenomenal. For example, Sanofi is collaborating with GSK and Translate Bio to develop two different COVID Vaccines. Plus, as recently announced we are working with Pfizer BioN- Tech to produce 100 million doses of its COVID-19 vaccine in our facilities in Frankfurt. It’s great to see this level of collabora- tion amongst competitors, as we all work together in the service of patients and humanity.”
What are main business challenges that drive supply chain pro- jects at the moment? “Even before COVID, health care needs around the world were growing rapidly as populations age, chronic diseases are on the rise and greater numbers of people have access to the medicines they need. At the same time patients are also raising their expectations, they want integrated healthcare services and convenient home deliveries. For example, eve- ryone can order almost everything on-line and have it deliv- ered within a few days if not a few hours. People are begin- ning to expect the same for their medicines. In fact during the COVID pandemic more doctor consultations have gone on-line rather than face to face, so even more patients want their medicines delivered to them instead of having to go to the pharmacy or hospital.
SUPPLY CHAIN MOVEMENT, No.40, Q1 2021
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