The supply chain six partners never had.
No platform existed — this was a 0→1 build from a blank slate. Six pharma partners running nine manufacturing sites on spreadsheets and phone calls — sharing nothing, seeing nothing, learning about exceptions at the delivery gate when the cost was already three to five times higher than catching them a week earlier. One platform ended that. All six companies adopted it. Zero to live in twelve months.
- $20MMargin opportunity
- 100%Partner adoption
- −42%Operational overhead
- 83%Business case IRR
Exceptions surface. Nobody hunts.
Nobody chases status. It flags itself.
Two KPIs. One shared truth.
Flag a constraint. Jump straight to it.
One workflow. Every screen.
64px / −.04em
32px / −.03em
16px / −.01em
14px / body
11px / labels
9px / timestamps
| Partner | On Time | Right First Time | On-Time In Full | Deviation Closure | Trend | Status |
|---|---|---|---|---|---|---|
| GSK | 97% | 95% | 85% | 12d | On Track | |
| Amgen | 97% | 95% | 85% | 12d | On Track | |
| MediCoPharma | 82% | 89% | 78% | 22d | At Risk | |
| PMJ Group | 89% | 91% | 82% | 16d | Watch | |
| BioHorizoCo | 74% | 81% | 70% | 28d | Critical | |
| Zenith Pharma | 93% | 94% | 88% | 10d | Strong |
| Site | Q1 | Q2 | Q3 | Q4 |
|---|---|---|---|---|
| St. Louis | 91 | 88 | 94 | 97 |
| Brisbane | 84 | 88 | 82 | 90 |
| Princeton | 78 | 82 | 85 | 89 |
| Groningen | 92 | 95 | 93 | 96 |
| Line | Feb | Mar | Apr | May | Jun | Jul |
|---|---|---|---|---|---|---|
| Ferentino | ||||||
| ST 1 Liq & Lyo | 75% | 75% | 98% | 85% | 98% | 85% |
| ST 2 Liq & Lyo | 61% | 98% | — | — | — | 107% |
| Monza | ||||||
| Fill Line 1 | 70% | 85% | 92% | 95% | 88% | 102% |
| Fill Line 2 | 55% | 72% | 68% | 80% | 85% | 78% |
| Greenville | ||||||
| Bulk MFG Line A | 65% | 78% | 82% | 88% | 92% | 85% |
| Fill & Finish 1 | 80% | 88% | 92% | 98% | 102% | 95% |
Four failure modes.
Four systems.
Zero spreadsheets.
mySupply moved exception detection upstream — from the delivery gate, where resolution cost 3–5× more, to a week earlier. Thirty-two interviews across nine sites mapped directly onto the four systems above: exceptions that surface themselves, batches that flag their own risk, one shared number instead of two disputed ones, and a forecast-to-capacity loop that used to take a phone call and a spreadsheet. The world’s largest pharma CDMO. Zero to live in twelve months.
197 orders.
Three that matter.
The redesign made exceptions the default. At-risk and late orders surfaced automatically — managers opened to what needed action, not a flat list of 197. The “All” tab was still there. Nobody needed it.
Internal numbers.
Customer numbers. Both.
The Dashboard put both OTD KPIs side by side — Thermo Fisher’s and each partner’s, per site, per partner — in a single view. Both sides saw the same gap for the first time. No basis to dispute it. Only to close it.
Flag a constraint.
Fix it without losing your place.
Forecasts used to arrive as emailed spreadsheets; capacity was discovered only after a partner had already committed to volume. Now a flagged month opens straight into that site’s utilization heatmap, then back to the forecast to revise and comment — one connected workflow where there used to be two disconnected ones.