Header
 
Login
 

Privatsphäre-Einstellungen

Wir verwenden Cookies auf unserer Website. Einige von ihnen sind unerlässlich, während andere uns helfen, diese Website und Ihre Erfahrungen zu verbessern.

Notwendig Statistik Marketing
Auswahl bestätigen
Weitere Einstellungen

Hier finden Sie eine Übersicht aller verwendeten Cookies. Sie können ganzen Kategorien Ihre Zustimmung geben oder weitere Informationen anzeigen und bestimmte Cookies auswählen.

Alle auswählen
Auswahl bestätigen
Notwendig Cookies
Wesentliche Cookies ermöglichen grundlegende Funktionen und sind für die ordnungsgemäße Funktion der Website erforderlich.
Statistik Cookies
Statistik-Cookies sammeln anonym Informationen. Diese Informationen helfen uns zu verstehen, wie unsere Besucher unsere Website nutzen.
Marketing Cookies
Marketing-Cookies werden von Werbekunden oder Publishern von Drittanbietern verwendet, um personalisierte Anzeigen zu schalten. Sie tun dies, indem sie Besucher über Websites hinweg verfolgen
Zurück

Ihr Suchergebnis

Sie recherchieren derzeit unangemeldet.
Melden Sie sich an (Login) um den vollen Funktionsumfang der Datenbank nutzen zu können.
Sie suchen in allen Bereichen nach dem Autor Müßig R.

In der Rubrik Zeitschriften haben wir 3 Beiträge für Sie gefunden

  1. Merken

    Supply Chain Management

    Rubrik: Fachthemen

    (Treffer aus pharmind, Nr. 09, Seite 1222 (2018))

    Müßig R | Frey F | Rehm A | Malbrant S

    Supply Chain Management / Part 5: Creating Supply Chain Flexibility through Postponement*Part 1 see Pharm Ind. 2015;77(10):1452–1457; Part 2 see Pharm Ind. 2016;78(9):1270–1275; Part 3 see Pharm Ind. 2016;78(11):1580–1587 and Part 4 see Pharm Ind. 2018;80(7):916–923. · Müßig R1, Frey F2, Rehm A2, Malbrant S1 · 1Camelot Management Consultants AG, Mannheim und 2Schreiner, Oberschleißheim und MediPharm
    The pharmaceutical industry is in a constant state of change. Especially during the last decade, a major transition could be observed: a shift from solely focusing on product developments towards incorporating actual patient needs, leading to additional offerings “beyond the pill”. This will have further implications, particularly in the supply chain area. As already discussed in a previous article by Packowski et al. [ 1 ], companies will have to cope with challenging market developments. Figure 1 provides some examples, such as an increasing share of biotech products, as well as an emerging trend to personalized medicine. Since biotech products ...

  2. Merken

    Supply Chain Management

    Rubrik: Fachthemen

    (Treffer aus pharmind, Nr. 07, Seite 916 (2018))

    Malbrant S | Müßig R | Gmür A

    Supply Chain Management / Part 4: Segmentation of Pharmaceutical Supply Chains – Ways to Cope with Current Industry Dynamics*Part 1 see Pharm Ind. 2015;77(10):1452–1457; Part 2 see Pharm Ind. 2016;78(9):1270–1275; Part 3 see Pharm Ind. 2016;78(11):1580–1587. · Malbrant S, Müßig R, Gmür A · 1Camelot Management Consultants AG, Köln und Camelot Management Consultants AG, Basel, Schweiz
    Pharmaceutical products aim to preserve and improve people’s lives. By 2018, global expenditure on drugs is expected to reach $1.3 trillion. In the context of this growing market, the industry is facing many business trends, especially in the supply chain area, that challenge the way pharmaceutical companies operate today. Developments like increasing cost pressure, special product handling requirements, growing number of stock keeping units, decrease of batch sizes, additional distribution channels and services are currently driving the complexity in pharmaceutical supply chains. Embedded in this environment, companies face significant challenges with respect to their supply chain design as the mentioned variety ...

  3. Merken

    Supply Chain Management

    Rubrik: Fachthemen

    (Treffer aus pharmind, Nr. 09, Seite 1270 (2016))

    Francas D | Müßig R | Gmür A

    Supply Chain Management / Part 2: Creating value with regional logistics hubs * Part 1 see Pharm Ind. 2015;77(10):1452–1457. · Francas D, Müßig R, Gmür A · 1Camelot Management Consultants AG, Mannheim und 2Camelot Management Consultants AG, Basel, Switzerland
    The world pharmaceutical market was worth an estimated 865 billion U.S. dollars at ex-factory prices in 2014, whereas the North American market (USA and Canada) remained the world’s largest market with a 44.5  % share, followed by Europe (25.3  % share) and Japan (8.9  % share). However, the growth rates in emerging economies such as Brazil, China and India far exceed the rates in mature markets [ 1 , 2 ]. The predominant distribution model for pharma companies is to rely on dispersed—and mostly historically grown—distribution networks with one or several local distribution centers (DCs) in each market. For instance, rather than using ...