Health & Pharmaceuticals

Few industries have the complex handling and management requirements of pharmaceuticals.

Not only are there the varied transport and storage requirements of ambient, cold and sub-zero but the further complication of restricted handling and management requirements of controlled substances. All of these factors present unique supply chain design challenges which will have a significant impact on your profitability and capability to satisfy customers.

In addition to these challenges, R&D costs are increasing, development timelines are growing, customer pushback is increasing and consumers are becoming increasingly knowledgeable about care alternatives. As scientific advances enable the industry to move from a ‘one-size-fits-all’ approach to care, to one of segmentation, personalisation and wellness, so the supply chain will need to evolve.

The supply chain of the future will be built around flexibility, responsiveness and reliability shifting the old supply model from a stock-based model to an order-based model.

GRA has extensive experience working with pharmaceutical companies helping determine and implement optimal strategies for maximising service levels whilst reducing costs and maximising customer satisfaction. We also have extensive experience developing network and distribution models that complement the operating model of the organisation (import, manufacture, combination).

Find out who we've worked with in the Health & Pharmaceuticals industries.


"GRA provided us with the vision on what an advanced inventory management system could deliver for us, along with the benefits. To date the benefits are being delivered in line with the business case and the user experience is excellent. GRA, throughout the project, acted in an very professional manner and delivered on our expectations."

– Chris Wigg, Group Planning Manager, The Laminex Group

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)