Ophthalmic, Pharmaceutical & Medical Device Consulting

Operations, Logistics &       Distribution Projects

·  For a pharmaceutical  company that had recently doubled its size in a global merger, working with a team of client staff and consultants in realizing the procurement  synergies made possible by the merger. The work effort involved establishing 16 global and local commodity management teams, training them in commodity management techniques, and working with a steering committee to manage the initiative as well as gain the participation of functions  outside of procurement. The company has reaped substantial savings in  total costs of procurement for a variety of production and non-production materials and services, and has enhanced the ability of its staff to  manage commodities via cross-functional teams. · Leading a  cross-functional client team in redesigning tablet-making operations for a manufacturer of ethical, generic, and OTC pharmaceuticals. As a result of  the work, the client has aligned production lines around markets and has reduced costs, lowered inventory levels, shortened production cycle times,  and improved quality. · For a medical device manufacturing company,  leading a team of senior managers to design the customer interface  required to succeed in a health care market shifting towards managed care. The effort involved assessing the effectiveness of the sales force and  supply chain, benchmarking competitors? approaches to sales management,  interviewing customers, and reviewing the company?s product offering. The        results included a redesigned sales and marketing organization and a  blueprint for new supply chain processes required to support an        account-focused sales strategy. · Assisting a global manufacturer and distributor of wound closure devices in identifying opportunities to reduce distribution costs in Europe and the Far East. The project involved assessment of opportunities to standardize distribution data collection and inventory management procedures across multiple markets in Europe. The project recommended consolidation of distribution facilities in both Europe and the Far East for significant cost reduction. · Helping a major supplier to the automotive service parts aftermarket reduce order turnaround time in advance of its busy season. Mr. Wickham led a team  tasked with reducing average order turnaround time from 15 days to a standard of two. The team worked with warehouse staff to identify the root causes driving long turnaround times and then implement measures to eliminate them. The team found root causes in human resource management,  warehouse layout and slotting, workload planning, and replenishment procedures. As a result of the work, the warehouse totally eliminated its order backlog

Links:

Medical Device Projects

Ophthalmic  Projects

Contact Information:

Kenneth P. Taylor, O.D. Taylor Consulting Group, L.L.C. 24 Coolidge Road Marblehead, MA  01945 781-631-3806 office 781-631-1664 fax 781-883-9219  mobile

ken@taylor2020.com