The supply chain six partners never had.
No platform existed. 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.
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| 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% |
Every batch movement across nine sites requires documented chain of custody. A visibility gap isn’t a UX inconvenience — it’s a compliance failure. The platform replaced phone calls and spreadsheets with a single auditable record.
Sterility tests, yield checks, deviation closure — each step documented before the batch moves forward. The platform surfaces what QA needs to see. It doesn’t replace the review. It gets the evidence there in time.
Every red cell in the heatmap, every LATE badge in the exceptions panel — downstream of a regulatory framework that already defined what matters. Design job: make the constraint visible before it becomes a violation.
Five failure modes.
Five modules.
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, five failure modes turned into five modules. 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.
Warehouse floor.
Planning room.
Five failure modes, five module briefs. Forecasts emailed as xlsx files became structured submissions with SAP auto-load. Capacity constraints discovered post-commitment became an 18-month utilization heatmap — visible before the next commitment. The research was the architecture.