At this year’s LogiPharma USA conference in Boston, a panel titled “Conveying Key Goals and Strategies Across the Value Chain,” discussed how collaborating with distributors and other logistical partners takes consistent and clear communication across the vast systems and networks that the pharmaceutical industry operates in. In an interview with Pharma Commerce, Lucy Alexander, capabilities lead, global supply chain and strategy, AstraZeneca, and a participant of the panel, offered a synopsis of the panel and spoke of challenges in communication across the value chain.
PC: Can you share an example where effective communication led to the successful resolution of a supply chain issue?
Alexander: I actually have a lot of examples. I actually started my career as a marketing consultant. I would go with my clients, who were the marketing team, and they would have this great initiative they want to do. We would go into a meeting room with the operations team, with marketing sitting on one side and operations sitting on the other. So, from the start, you feel that this might be a bit contentious. The marketing people would bring up a promotion that they would want to do, but the operations team would shut it down, and that would be the end of the conversation.
It’s actually a part of why I got into supply chain management. I felt there was always more to it. I was able to broker those discussions and look for the creative solution. I think that’s one of the keys about people in supply chain management is that we really are sort of that that junction point to try and manage all the potentially conflicting needs across the organization.
Full Interview Summary: The panel on conveying key goals and strategies across the supply chain emphasized the importance of alignment throughout the supply ecosystem. Misaligned goals can lead to confusion, with teams misunderstanding both the “what” and the “why” of tasks. Ensuring clear communication from corporate strategy down to individual objectives is essential for successful execution, not only within the organization but also across partnerships. Effective collaboration with partners is crucial, particularly in aligning priorities and understanding the drivers behind strategic decisions. Regular and transparent communication helps partners proactively adjust when business dynamics change.
In addressing supply chain conflicts, the panel noted the frequent occurrence of conflicting priorities. Organizations may have diverse focuses, such as cost reduction or digital transformation, which can create tension when balancing these against other objectives. The key to resolving these conflicts is transparency, ongoing communication, and a mutual understanding of each other’s goals. In some cases, compromises can be made, or creative solutions may emerge to meet a majority of the objectives.
The speaker also shared an example of effective communication in supply chain management, where understanding operational constraints led to more collaborative problem-solving. This approach underscored the speaker’s belief in the role of supply chain management as a mediator between different organizational needs.
As the supply chain landscape evolves, skills like storytelling, negotiation, and trust-building will become increasingly important. Simplifying complex situations through storytelling can help align stakeholders, while negotiation ensures win-win solutions. Finally, building trust, especially in an increasingly digital world, remains a critical component of successful partnerships.