System Selection, Project Management and Process Redesign for a Specialized Pharmaceutical Company
Challenge: The Client was in the infancy stage of its existence; however, it had experienced and planned to continue steady growth. The systems and processes in place were neither effective nor efficient to keep up with its growth trajectory.
Solution: Manage a formal system selection, assist in the negotiation of the contracting terms with the vendor, provide project management services over the implementation once the system was selected and assist with process re-design within procurement and supply chain management.
HOW WE HELPED
At the onset of our relationship with the Client, our task was to assist with a system selection for a financial package that would alleviate current pain points, as well as remain a scalable option for the planned future growth. We led a highly successful system selection including:
- Discovery session to identify needs based on each department
- Creation of detailed Request for Proposal (RFP) on the Client’s behalf
- Vendor management, addressing all Q&As, and receipt of RFP responses
- Facilitation of stakeholder meetings to determine viable systems for short-list consideration
- Development of demonstration scripts (ensure vendors showed what was critical to the Client)
- Management of vendor demonstrations
- Final selection and contract negotiations
Once the System was purchased (at a discounted rate, given our contract negotiation involvement), we assisted the organization in managing the actual implementation. We were able to maneuver critical competing priorities occurring within the organization by utilizing our key resources and stakeholders. We accomplished our goals of implementation and data conversion by being able to adopt a phased approach to the project so all key resources were hands-on when needed, yet had the time to complete other work that was also critical.
The implementation timeline was successful, but more importantly, the results were a system that was able to report on metrics that were both operational and financial to help with key forecasts and supply decisions the Client had to make as they progressed in this competitive industry.
As soon as the system implementation was completed, we were engaged to complete a process re-design of the procurement and supply chain management processes. Our team, leading discovery sessions with stakeholders from various departments, brought to the forefront an understanding of how the processes were working from cradle to grave, and decisions about third-party outsourcing and key internal areas of focus were determined. The result: a road map of smaller projects and initiatives that would carry the Client through to its next growth milestone.
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Ilona has more than twelve years of experience leading and coordinating the daily efforts for audit and consulting projects across numerous industries. She has provided a wide range of advisory services, including regulatory compliance and controls, IT and business risk management, service organization examinations including SOC examinations, IT strategy, system selection, IT security, IT audit, and business process improvement.
Pat began at Baker Newman Noyes in 1995 when the firm was founded, having previously been with one of our predecessor organizations since 1988. Pat is a principal of the firm and the director of the risk and business advisory practice.