Do the results experienced from CPFR justify the level of effort needed to make this process work?
David Evans, Director Global Supply Chain Strategy and Innovation, GSK
David has worked in the Pharmaceuticals Supply Chain sector for 30 years leading change projects, managing operations, driving improvement through Global Process Ownership and defining and delivering strategy. He has a passion for innovation and has been at the forefront of change in GSK leading major transformation projects such as the global deployment of Manugistics, Implementing Sales and Operations planning into Europe, supporting Mergers and Acquisitions through the set up of new supply chains and leading the Centralisation of Supply Chain Planning using regional Hubs. Away from work David is a youth team football coach and a musician.
Points for discussion:
- What are the key success factors that determine success?
- What skills are needed to enable successful collaborative arrangements to flourish and deliver benefit?
- How do you pick partners to collaborate with ?
- How do you build long lasting collaborative relationships to enable CPFR to succeed?
- What are the barriers that mean CPFR is NOT the right approach?