4PL/LLP: The model of the future for the life sciences industry?

Rubrik: Fachthemen

(Treffer aus pharmind, Nr. 07, Seite 900 (2019))

Gmür A | Schnur T

4PL/LLP: The model of the future for the life sciences industry? / Gmür and Schnur • 4PL/LLP · Gmür A, Schnur T · ¹CAMELOT Management Consultants AG, Basel, Schweiz und CAMELOT Management Consultants AG, Mannheim
Before taking a deeper look at the various logistics outsourcing trends, it is vital to understand the different logistics provider and service types. Many different understandings and definitions of the terms fourth party logistics (4PL), lead logistics provider (LLP) and third party logistics (3PL) exist on the market. For the authors, it seems essential to differentiate between “services” and “providers” as illustrated in fig. 1 . 4PL services can be delivered by 4PL providers and in large part also by lead logistics providers. 3PL services, on the other hand, are offered by 3PL providers such as network providers and contract logistics ...

Pharma Logistics – Focus Africa and Latin America

Rubrik: Ausland

(Treffer aus pharmind, Nr. 10, Seite 1394 (2018))

Gmür A | Feurer K

Pharma Logistics – Focus Africa and Latin America / Gmür and Feurer • Pharma Logistics · Gmür A, Feurer K · Camelot Management Consultants AG, Mannheim
Compared to mature markets like the US and Europe, where the main growth needs to happen with new products and services, emerging markets in Africa and Latin America still offer potential for growth with existing portfolios. The outlook for these pharma markets remains very positive . Reasons for the positive pharma market development in Latin America are the region’s traditional commitment to healthcare as well as its sheer size and the projected population growth. Additionally, due to stabilizing labor markets, the middle class is expanding further. All of this together will lead to a projected growth in the healthcare market ...

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 ...