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.


Personally, it has been a really positive experience to work with GRA and I know that the 7-Eleven team shares the same feeling. A special thanks to Nathan with his technical and business skills and his attitude towards continuous improvement.

– Didier Vaillant, Supply Planning Manager, 7-Eleven

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)