Classic planning approaches split planning into various segments (e.g. anticipated planning, commercial planning and capacity planning) and horizons (short, medium and long term planning), which are processed separately from one another. Historically, this happened in order to reduce complexity within the planning process and to make planning easier to handle using available computing power.
Modern information technology has lifted this restriction and allows integration of the planning steps into continuous planning. This reduces the work involved in planning, avoids contradictions in the planning caused by oversimplification and ensures the fastest possible reaction to modified planning values on all levels.
Life Sciences / Pharmaceuticals
A. Menarini Research & Business Service GmbH
Boehringer Ingelheim Pharma GmbH & Co. KG
Daiichi Sankyo Europe GmbH
Hameln Pharmaceuticals GmbH
HEYL Chemisch-pharmazeutische Fabrik GmbH und Co. KG
ORSOFT Manufacturing Workbench leads to more reliable and exact planning of logistical processes along the supply chain. This enables the reduction of unproductive time and materials that unnecessarily bind capital. At the same time, the available capacities are put to better use and necessary adjustments (e.g. weekend work or additional shifts) are recognized at an early stage. This allows the achievement of immediate, financially efficient, savings.
Many clients appreciate the marked increase in transparency in logistical processes. This transparency allows faster and more exact acceptance of deadlines and delivery times, both within the company (e.g. between distribution and production) and in dealings with clients and suppliers. All departments work with one data basis and substantially reduce the need for manual coordination.
Many companies become aware of their existing logistical processes through process execution and find ways to standardize. This increases the stability of the processes and thus avoids uncertainties in process execution.