Pharm Ltd. leadership turned to Pear Business to help ensure that the core elements of their supply chain were robust and agile enough to support, rather than hinder, their continued growth. The effort vastly improved the company’s planning and execution functions, created and implemented a new stock policy that accounted for specific SKUs and key variables, streamlined the order preparation process and reduced distribution transport times.
Case details
Client name:
Dale Richmond
Location:
93057 Mountain View CA, USA
Started
May 10, 2012
Completed:
June 10, 2012
Value:
$ 125 000
Category:
Business Solutions
Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace. In particular, the initial state of the company’s sales and operations planning capabilities limited their ability to account for demand variability or raw material lead times in production and distribution. The work addressed three critical issues for Pharm Ltd.:
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Problems Vs Solutions
How many times have you been stopped in your tracks by a problem? You look at the problem from all sides until you think you know that problem, but it still blocks your path. For centuries people have told us that a problem cannot exist without its solution existing at the same time, but the key is looking beyond the problem so that you can see the solution. When your focus is preventing you from seeing anything but the problem, meditations which relax your mind and guide you to finding solutions change from being a luxury to being a necessity.
Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace. In particular, the initial state of the company’s sales and operations planning capabilities limited their ability to account for demand variability or raw material lead times in production and distribution. The work addressed three critical issues for Pharm Ltd.:
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