Bulletins

Bulletin 105, Mai 99

SVOR

EINLADUNG

Im Rahmen unserer Generalversammlung organisieren wir ein öffentliches Seminar.

ASRO

INVITATION

Dans le cadre de notre assemblée générale, nous organisons un séminaire public.

Programm / Programme

09.30 - 11.00

Pharmaceutical wholesaler : a vital link in the supply chain
Dr. Michel Troyon
Leiter Planung und Entwicklung, Galenica Distribution AG

11.00 - 11.30

Kaffeepause / Pause café

11.30 - 12.30

Generalversammlung / Assemblée Générale

12.30 - 14.10

Mittagessen / Repas

14.10 - 16.00

Implementation of the supply chain concept by an aeronautical equipment manufacturer : SNECMA
Dr. Jacques Roure
Business Development Director, SEMA Group

Freier Eintritt
Freitag, 11. Juni 1999
Bern, Hotel Kreuz
Zeughausgasse 41, 3008 Bern

Entrée libre
Vendredi, 11 juin 1999
Berne, Hotel Kreuz
Zeughausgasse 41, 3008 Berne

Pharmaceutical wholesaler: a vital link in the supply chain

Dr. Michel Troyon, Galenica Distribution AG

Galenica Distribution AG is the leading Wholesaler on the pharmaceutical Market in Switzerland. With more than 9'000 clients, 1'000 suppliers and more than 60'000 products, Galenica Distribution has a daily logistic challenge. It will be shown the complexity of such a wholesaler and why it is a vital link in the supply chain. Three basic problems will be presented. The first and most important one is the daily inventory control of the products. The optimization of the layout of the warehouse so that every orders can be prepared in the minimum amount of time is the second main problem. The last one is the vehicule routing problem with several constraints.

Implementation of the supply chain concept by
an aeronautical equipment manufacturer : SNECMA

Dr. Jacques Roure, SEMA Group

The implementation of the supply chain concept requires a deep understan-ding of the different elements involved in the mastering of the supply chain in a company :

First, the availability or the implementation of an ERP and of a Product Data Management system as a transactional backbone to integrate the company main processes,
Second, an APS system to take into account all the constraints to be managed by the company, as well as a Warehouse Management system and , if needed, a Transport Management system
Third, the need for a strong Change Management program, both for managing the organisational changes and the psychological changes.

As an example, the case of SNECMA, one of the world leader in jet engines manufacturing for AIRBUS and BOEING will be presented, demonstrating the need to consider such an implementation as a business proposition more than an I.T. implementation.

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