Pharmaceutical Industry Process KPI's

Hi,
As a part of my work, I am conducting research on Pharma Industry processes with a view to align IT(ERP) with business.
In this regard, it would be great if some one could lead me to find good overview of the Pharma processes (such as Clinical Trial management, Compliance management), their work flow diagrams and their associated KPI's.
Thank You!
LK

Hi, LK.
Speaking of KPIs in practice for pharmaceutical industry, [www.*************|www.*************] may be a good resource for you. It's a catalogue of performance reports that illustrate the use of KPIs.
Examples of such reports for information security are available on: [KPIs in practice - healthcare|http://www.*************/kpi_examples_in_practice/industries/healthcare/]
They include examples from:
Teva Pharmaceutical
Johnson & Johnson
In addition to examples of performance measures, [www.*************|www.*************] also contains a user friendly library of well-documented performance measures. At the moment it lists over 3200 KPI examples, grouped in 73 functional areas, as well as 83 industries and sub-categories.
KPI examples for Pharmaceutical industry are available on this page: [KPI examples - Healthcare|http://www.*************/kpi/industries/healthcare/]
The website is updated daily with new content, so check it from time to time for additional content.
Please note that while examples of performance measures are useful to inform decisions, each performance measure needs to be selected and customized based on the objectives and priorities of each organisation.
Best regards,
Anita Liang
[www.*************|www.*************]

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Hi all,
First of all, I'm using Industry Process.
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I will give you a following example. Please carefully read it.
               Take a example of TATA Motors. We all know it produces automobiles. So we will consider it as a Production Industry. But at the same time it uses the Paint to paint the vehicles is produced by it only. So can we call it as a Process Industry? If yes please explain it.
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production:- conversion / processing the raw materials to finished products.
differen type of industry:
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This thread might help you.
Pharmaceutical Industry specific reports
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hi
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Edited by: WISH on Apr 21, 2008 6:26 AM
Edited by: WISH on Apr 21, 2008 6:54 AM

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You can also go back to the SAP help page.

Kai
The help is wrong. When you request a number from Next number, it returns the Current Sequence. It then adds the value of the Increment By to that number and stores it back to the Current Sequence, ready for the next request.
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sri

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http://academic.uofs.edu/faculty/gramborw/sap/sapguide.htm
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Important Things Involved:
O10C --- Control Recepie Destination (Clubbing of recurring PICs)
O12C --- Process Instruction Category (PICs) -- Clubbing of Process Instruction Chars to be displayed
as per requirement on PI Sheet.
O13C --- Process Message Category --- After we have recorded the Enteries in PI sheet, If we need to update some ABAP/ Z table or We need to Trigger some program with those values then mapping for that is done here.
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PI Characteristics:Ct04/O25C
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Someone can help me?, i'm looking for a organizational reference model for a pulp & paper company, under the alignment for best practices in to SAP R/3
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Thanks in advance
Omar Perea

hi,
thanks for yor points.
at that time it was opened.for me also it was warning the same, any way iam providing some more info on it. pls have a look on it.
Pulp and paper industry facing IT modernisation needs
Today most pulp and paper industry companies face serious financial challenges to increase return on investment and improve capital utilisation.
Companies are working to improve the efficiency of their supply chains and thereby reduce working capital, increase transaction velocity and improve inventory turnover. Mergers, acquisitions and alliances are reshaping the pulp and paper industry. Although the pulp and paper industry has invested heavily in IT systems, a large variety of old systems is often complex, inflexible in regard to integration and difficult to operate. As they reflect past organisations and business models, the streamlining of business processes is difficult.
Mega trends in the pulp and paper industry IT.
The pulp and paper industry is stepping into a new phase of business evolution driven by consolidation of industry, globalisation and ever-increasing competition. These market drivers are forcing the pulp and paper industry to put a greater focus on cost efficiency. These focuses are creating totally new challenges for the organisation, specifically in the IT area.
IT is increasingly becoming a commodity. This is a result of product standardisation and the popularity of off-the-shelf-products that facilitate the economies of scale. This phenomenon is also supported by increasing utilisation of competence resources in low-cost countries.
Managing change becomes more and more difficult. Very often companies face the need for new changes before they have seen the benefits of the previous ones. The cycle of change is short and the transformation environment becomes very complicated. On the other hand, IT becomes the tool in forcing business changes to happen. Often the only practical way to roll out new processes and practices is through the modernisation of information systems.
Like many other industries, the pulp and paper industry is concentrating on providing digitalised self-services as part of their business development.
Industry background
Since the consolidation and globalisation of the pulp and paper industry, there has been increasing pressure to continuously improve both its internal and external efficiency. In the large pulp and paper mills, production management systems typically consist of several different systems, which might also be from different suppliers. Systems are often isolated islands, which are successful in managing information of their own area but they lack the comprehensive information exploiting and sharing. This has resulted in a complex and inflexible architecture of legacy systems. These legacy systems are expensive to manage and difficult to develop to meet business requirements.
This pressure has led to massive IT investments and a continuous rebuild of the IT environments in order to meet efficiency challenges. Although many pulp and paper mills have invested a lot in building up their business supporting IT, especially Enterprise Resource Planning (ERP) systems, the return on investment is often difficult to measure. There is a lot of potential to improve usability of systems by harmonising business processes and integrating the systems more efficiently in order to better support actual business needs.
Most pulp and paper industry companies have thus come to a point where a more radical rebuild and renewal of the entire IT and network environment is required. Fortunately, the conditions for this have improved over the last few years, due largely to an increasing range of commercially available application platforms adopted for the pulp and paper industry, the acceptance of common industry standards, and the evolution of refined integration and migration methods.
Renewing and harmonising the companys operations and IT systems is still, however, a demanding undertaking. Securing continuous operations, while at the same time replacing the core systems and processes, requires a high level of expertise in pulp and paper industry processes and information technology. To complement the in-house competence, the pulp and paper industry will need to establish partnerships with outside solution providers and system integrators. To minimise risks and keep control of business-critical technology, new delivery models will be a necessity.
i am also giving some pdf sites pls go thru them
www.fpl.fs.fed.us/documnts/pdf2000/scott00c.pdf
www.bfe.admin.ch/php/modules/publikationen/stream.php?extlang=en&name=en_542051780.pdf
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Pharmaceutical Industry Process KPI's

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