The Eighth Partnerships in Clinical Trials meeting is to take place 4-5 November 2009 at the World Trade Centre, Rotterdam in The Netherlands.
This is one of the premier European events for the Clinical Outsourcing Community from the Sponsor(Pharma/BioPharma/BioTech) and the Vendor/CRO point of view.
This year speakers include:
Anatole Kaletsky - from the Times
John Sergeant - Chairman
and a who's who from the world of Pharmaceuticals.
Are you going?
If you are not going - why not? Share your views and reviews via the comments section.
Thursday, 15 October 2009
Partnerships in Clinical Trials 2009
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Doctor Giles
at
22:05
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Thursday, 12 February 2009
Relationship Management
How does your organisation deal with Relationship Management.
This is a key competancy that is ofter overlooked or under resourced.
How do you manage your supply base or customer base.
Is there a specific person who does this.
What skills do they have - are they appropriate.
Supplier Governance and Supplier relationship management are areas to invest in during a downturn.
Do it today
Posted by
Doctor Giles
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14:42
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Friday, 26 September 2008
GlaxoSmithKline Clinical Study Register Launches Today
Today marks a new dawn in Clinical Trial reporting and transparity.
Moving forward from the GSK Clinical Trial Register, the new site is called GlaxoSmithKline Clinical Study Register.
More information for the public, patients, media and the medical professionals.
http://clinicalstudyregister.comhttp://clinicalstudyregister.com
Posted by
Doctor Giles
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11:03
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Monday, 22 September 2008
Books
Could be an interesting book


What are you reading at the mo...
This looks good
Janssen
Posted by
Doctor Giles
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16:53
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Pharma Giles
The " Tribute to PharmaGiles " post has become very popular.
It has been mentioned on several other blogs already
Does anyone else have any PharmaGiles memorabilia/memories/pictures/documents etc.
Please let me know if you want the pdf of Pharma Giles Childrens Book of Medicine.
Link
Posted by
Doctor Giles
at
15:51
1 comments
Thursday, 28 August 2008
Friday, 1 August 2008
Supplier Performance Monitoring
The purpose of Supplier Performance Monitoring is to:
• Clearly communicate ‘COMPANY X’ supplier performance goals and expectations.
• Jointly agree a supplier’s current supply capability and performance whilst identifying areas for improvement to meet ‘COMPANY X’’s needs.
• Provide a framework to identify performance gaps for planning improvement action.
• Capture actual supplier performance for feedback to ‘COMPANY X’ and supplier stakeholders.
• Facilitate a review of supplier performance against targets and best in class.
• Maintain a record of supplier performance against Business Requirements over time.
• Allow easy comparison of performance between similar suppliers.
When to initiate Supplier Performance Monitoring
Ideally Supplier Performance Monitoring should be outlined to potential new suppliers at the earliest opportunity. This will be in the information gathering stage of ‘PROCURMENT PROCESS’ as part of Supplier Conditioning. Full details will then be communicated in RFP/ RFQ's with formal agreement occurring within a Contract or Service Level Agreement (SLA). By positioning the principle of measurement and monitoring early in a supplier relationship, the importance of continuous improvement will be conveyed and adequate resources can be allocated to ensure ongoing professional performance management.
The tool can also be introduced into an existing supplier relationship where structured performance monitoring has not previously occurred. Senior management influence is recommended to ensure top level support to the principles of measurement and action planning for improvement. In these circumstances the tool provides a powerful means of re-focusing suppliers on current Business Requirements and priorities, reassessing their ability to deliver against these whilst assigning actions to hit higher performance levels.
Posted by
Doctor Giles
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14:19
1 comments
Outsourcing and Offshoring
Purpose of outsourcing/offshoring and its importance to COMPANY-X
Offshore outsourcing is used to source services for non-core COMPANY-X activities from lower cost regions, thus ensuring COMPANY-X's competitive advantage.
COMPANY-X operates, and therefore sources materials and services, in markets where outsourcing opportunities have been identified, expanded and maximised. It is likely that this trend will grow; therefore we need to proactively seek and exploit opportunities to allocate work to strategic suppliers on key parameters:
• Assurance of Supply
• Cost
• Quality
• Service
• Innovation
• Market maturity and competitiveness
• Fit to business requirements
Criteria used to identify outsourcing/offshoring opportunities
As COMPANY-X procures product, goods and services from many thousands of suppliers, it may not always be possible to use outsource/offshore sourcing. However, COMPANY-X Procurement’s intention is to focus on appropriate categories and suppliers using specific selection criteria to successfully exploit appropriate opportunities.
High-level outsourcing success factors include:
• High level senior management sponsorship as a pre-requisite.
• Consensus around a sound and comprehensive sourcing strategy before attempting outsourcing.
• Effective change management and governance plans, essential for sustained value creation and continuous improvement.
• Analytical and experiential skills to understand multiple dimensions of complexities and options created by BPO, offshore, and multi-process outsourcings, and cultural/other client dynamics.
• Tailored and sustainable outsourcing solutions designed to match current and future needs to the individual supplier’s strengths.
• Outsourcing as a win/win proposition for the buyer and supplier. Vehicles for future value creation and capture (defined initiatives, investment models, and gain-sharing principles) beyond today’s baseline cost improvement must be in place.
• Always acknowledging that trust with the outsourcer must be nurtured throughout the process as a key element to success.
Additionally, for outsourcing/offshoring to be successful, steps must be taken to prevent common pitfalls. These include:
• Lack of clear Objectives
• A poorly researched or light fact base
• Poor understanding and communication of work processes being considered for outsourcing
• Poor understanding and communication of the appropriate Key Performance Indicators
• Little to no Governance or Change Management
• Significant variation in deployment methodology leading to process and contractual gaps
• Poor staff communications (particularly if there are staff implications)
Posted by
Doctor Giles
at
14:16
1 comments

