What capabilities are you building into your future supply chain and business operations to account for future risk?

Peer InsightsRisk Management

Improved data capture and analytics33%

Forecasting and predictive systems18%

Expanding vendor sourcing through multi-country or multi-vendor25%

Increasing inventory levels and safety stock2%

Leveraging 3rd party flexible relationships9%

Adding Automation to increase flexibility in operations11%

Other (comment below)2%

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Sustainable Supply Chain Adviser in Healthcare and Biotech2 years ago

One has to do all these and many more (some of these should be in place already for a long time in most supply chains).
I'd certainly add a few capabilities that improve and build sustainable networks, including: LCA, co-creation with suppliers & customers (this is well beyond collaboration), symbiotic relationships, implementing new business models etc.

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Is "digital transformation" still a relevant term in 2025?

Yes100%

No

Unsure (Explain)

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This question is geared towards large pharma / biotech.

Our organization is very siloed currently between Manufacturing and R&D, but we are exploring some elements of centralization. Currently we have separate processes and organizations for Manufacturing and R&D Document and Process Management, but they do utilize the same eDMS.

If you have moved towards centralization...

How do you define “centralized” Document Management in your organization?
  - Do you use a common technology platform across all GxPs?
  - Is there a standardized process across all GxPs?
  - Is there a centralized organizational structure supporting Doc Mgmt across GxPs?
  - What aspects of your centralized approach are working well, and any key lessons or pitfalls to avoid?

What is your process ownership model?
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