French pharmacist gets the Manhattan treatment
Global supply chain optimisation provider, Manhattan Associates, Inc. today announced that global pharmaceutical company Laboratoires Pierre Fabre has selected multiple components from the Manhattan SCOPE® supply chain solutions portfolio to support its expected business growth. Laboratoires Pierre Fabre is deploying Manhattan’sWarehouse Management, Labour Management and Extended Enterprise Management solutions to improve its supply chain efficiency and enhance its overall competitiveness in France and around the world.
Laboratoires Pierre Fabre, the second largest independent French pharmaceutical company, has 42 branches, markets its products in more than 130 countries and employs approximately 10,000 people worldwide. Pierre Fabre’s activities cover all aspects of healthcare - from prescription medicines and family health products to natural healthcare and dermo-cosmetics.
Christophe Ettviller, logistics director at Laboratoires Pierre Fabre SA, said, "With three separate and diverse operating divisions, multiple product brands and a global footprint, Laboratoires Pierre Fabre’s supply chain must manage a significant degree of complexity and continually adapt to an ever-changing market environment. Within that context, it was imperative for us to standardise our supply chain processes so we could in turn enhance the service experience for our customers and maximise operational efficiency."
The pharmaceutical industry is one of the most demanding in terms of logistics, with unique requirements such as expiry dates of products, batch management and the need for traceability in the form of an audit trail. The supply chain network needs to facilitate an improved logistics operation throughout Laboratoires Pierre Fabre’s global business, as well as ensure safety and product compliance.
The implementation project is already underway at Laboratoires Pierre Fabre’s 130,000 sq. ft. Ussel warehouse in Corrèze and will soon progress to a second, 860,000 sq. ft Pierre Fabre Dermo-Cosmétique warehouse based in Muret in Haute-Garonne.
Henri Seroux, managing director at Manhattan Associates France, commented, "This customer success reinforces our reputation as being able to offer the most comprehensive supply chain solutions available for addressing the complex issues associated with the healthcare and pharmaceutical industry."
The Manhattan SCOPE solution components that will be deployed as part of this project will leverage Manhattan’s Supply Chain Process Platform to deliver cross-application optimisation and integration. This means Pierre Fabre group will be able to run its supply chain operations with less cost and effort while leveraging best-of-breed supply chain software to improve performance and efficiency.
Will Public Procurement Budgets Increase in 2021?
Procurement is more than just a private enterprise. COVID-19 reminded us that sourcing materials is an essential part of the government’s role. Throughout 2022, tiny departments sourced massive amounts of personal protective equipment (PPE), medical supplies, and emergency vaccines and testing kits. Even non-procurement professionals were pulled into the fray, as frantic timelines demanded nothing less.
According to Celeste Frye, co-founder and CEO of Public Works Partners, the crisis brought procurement to the attention of skilled employees who had never considered it. As non-procurement personnel stepped up to help their coworkers, many found that they’d stumbled upon a critical and rewarding job. “Existing public employees have seen the essential nature of the work”, Frye said. “[They’ve] gained some critical skills and possibly [grown] interested in pursuing procurement as a longer-term career”.
Small, Local Suppliers Take Charge
Frye, whose firm helps organisations engage stakeholders and develop long-term procurement strategies, thinks it well worth the effort to open one’s mind to new opportunities. Cooperative contracts, for instance, can help public departments and municipalities save money, time, and effort. By joining together with other towns or cities in the region, public procurement teams aggregate their purchasing power and can drive better deals.
These cooperative contracts have the added benefit of advancing equity. Smaller suppliers that struggle to compete with established firms for government contracts can act as subcontractors, helping big suppliers fulfil bits of the project. Once they get their foot in the door, small, local, and disadvantaged suppliers can then leverage that government relationship to take on additional projects.
Especially as governments start to pay attention to procurement resilience, public procurement departments must expand their requests for proposals (RFPs) to take into account innovative solutions and diverse suppliers. According to Frye, Public Works Partners—a certified female-owned firm—has benefitted from local and state requirements that specify diversity.
Post-Pandemic Funding Swells Procurement Budgets
And the pandemic won’t be the end of it. City governments need to build sustainable energy infrastructure such as solar panels, charging stations, and recycling plants, ensure that masks and medicines are never in short supply, and source new technologies to keep up with cloud and cybersecurity concerns.
Public procurement budgets will likely increase to match demand. As Peter Ware, Partner and Head of Government at Browne Jacobson, explained, “in a non-pandemic world, the [U.K.] government spends on average around £290 billion on outsourced services, goods, and works...anywhere between 10% and 14% of Gross Domestic Product (GDP). Post-pandemic, city procurement will only increase as national governments provide local divisions with emergency funding.
And in truth, government employees might jump at the opportunity. Frye noted that public procurement could give immediate feedback on new programmes: “[Procurement] is where new laws and policies ‘hit the road’ and are implemented”, she said. “Professionals in these fields get the satisfaction of creating real change and seeing quantifiable outcomes of their work”.