Biologics SCOR Model Assessment
& Digital Transformation
The company recognized the need for a holistic and precise review of the entire supply chain and financial processes — including organizational responsibility, business process, data, and system capabilities. The goal of the program would be to highlight key opportunities for improvement, and to develop a relative cost/value matrix to serve as the basis for laying out a multi-year roadmap.
Endeavor was employed to conduct the assessment. Using the SCOR (Supply Chain Operations Reference) model as the framework, the business processes were overlaid in order to reveal gaps and potential best practice targets. Additionally, key SAP functionality was mapped to the SCOR model and the identified gaps to define process efficiencies. These measures revealed 40 opportunities, with several major initiatives driving significant business case value.
The roadmap initiative included foundational components from the start, which were necessary for financial reporting and compliance risk. With these, Endeavor was able to immediately begin execution on the projects once the assessment was complete, including:
SAPs digital transformation platform
A warehouse project which included Fiori handheld transactions executed on iPods
An S/4 HANA simple finance implementation project
Initiatives were defined in virtually every area of the supply chain, with a heavy emphasis on planning, and the resultant roadmap provided cost effective business value that was consistent with the evolving system architecture. Significant business benefits were achieved, from clear and correct information to major efficiency improvements and new business insights.
A biologics company experienced significant rapid growth in its business, quickly outstripping its ERP capabilities, current business process, and KPI framework. Manual offline processes were used for what would be classical base ERP processes, resulting in long delays, mistakes, and misinformation — all of which ultimately drove incorrect business decisions. Several stakeholders were pursuing one off IT improvements as tickets; however, these were being addressed not based on business value, but on relationships and “squeaky wheel” priorities.