Considerations for Life Sciences companies
Two out of every three Life Sciences CEOs indicate that penetration in emerging markets is a top strategy, according to the most recent KPMG Global CEO Outlook Survey 1. However while Asia is the largest continent and home to a rising affluence, it is not a homogenous region. Capturing the opportunities will require some level of localization.
In Asia, the Life Sciences sector is continuously evolving to keep pace with shifting demands from various stakeholders (regulators, payers, providers, patients), and, as a result, the companies find themselves having to re-examine their portfolio of products and go-to-market plans. To achieve greater customer centricity, some are even reshaping their supply chain and relocating warehousing facilities in a bid to be more agile and to increase capabilities to support demand-driven performance.
In this article, we take a look at how a Life Sciences multinational corporation (MNC), with the help of KPMG, streamlines its supply network in Asia and reorganizes its warehousing arrangements in India with the aim of reducing costs, improving customer delivery performance, and creating an asset utilization strategy best suited for its business and operations.
1 Growing Pains: Global CEO Outlook; KPMG, 2018; Retrieved from: https://home.kpmg/xx/en/home/insights/2018/05/ceo-outlook.html