Partnership 2011: Strategic Sourcing

Committing to Two Partners – A Look at the BMS Integrated Strategic Sourcing Initiative
Lisa McKay Hines, The Avoca Group
(Moderator)
Joan Millsaps, BristolMyers Squibb
Cynthia Hauck, BristolMyers Squibb
Bari Kowal, ICON Clinical Research
Joshua Schultz,Parexel International

Hauck: Change Management at BristolMyers Squibb. When looking to implement change, specifically between outsourcing ICON and Paraxel, they new they needed changes. Their goal was a best in class outsourcing model. They wanted the best quality delivery studies. As the sponsor, they wanted more confidence from the management team, they wanted to leverage the partners quality and expertise.

Josh Schultz: They saw innovation as a great opportunity in strategic partnerships, but not a dramatic impact. But it has been a majority impact on their strategic partnerships.
Formal approaches:

• • Regular ‘innovation targets’
• • Governance-level commitments to quantifiable innovation levels/amounts
• • Kaizen events
• • Senior support to push different ways of operating through the system

Bari Kowal: There are standards that need to be understood to find efficieny in these collaborations. One key committee is the strategic management committee. In a governance structure, they have a strategic management committee sees the importance an purposes of the committees. This committee is built of 3-4 people and meet quarterly.

Joan Millsaps: Concern of outsourcing studies: how to manage the stakeholders, perceived and/or actual lack of information with implications. One of the best approaches is to meet the local affiliates and make sure the local offices stay informed and know what is happening in the pipeline.


Understand How to Effectively Leverage Technology to Optimize your Outsourcing Strategies
Anthony Carita, Otsuka Pharmaceutical Development & Commercializatio

Always start out with what your goal is. The next step is to look at your requirements document. With a vision statement, everyone in your organization will know what they’re working for.

Some suggestions for the desired outcome:

• -Facilitated RFP progress
• -Invoicing
• -Costing tool
• -Bench marking
• -Earned Value
• -Metrics

You should build this new model on the needs specific to your organization. Ignore what you’re currently doing. Look at the fundaments and what’s an innovative step to making sure the entire process is done better. After consulting with IT, develop a system to be more efficient.