Business Process Management within Chemical and by Guido Grüne, Stephanie Lockemann, Volker Kluy, Stefan

By Guido Grüne, Stephanie Lockemann, Volker Kluy, Stefan Meinhardt

As enterprise tactics are an important luck elements for corporations, software-based enterprise method administration (BPM) is turning into a growing number of very important. during this sector SAP, the marketplace chief for company software software program, has already amassed enormous adventure. For the characterization, modeling and particularly the optimization of industrial methods, SAP’s specialists use their very own BPM process. as well as their enormous methodological information, the specialists’ profound wisdom of the industries allows the focal point on center and business-critical processes.

This e-book examines the present marketplace scenario, in addition to the categorical demanding situations and tendencies for the chemical and pharmaceutical industries. It additionally explains company strategy administration fundamentals and the categorical SAP Consulting method, earlier than illustrating using such equipment and methods with pattern industry-specific center enterprise processes.

With the aid of those examples from the chemical and pharmaceutical industries, SAP Consulting offers methodological directions on how enterprise procedure administration can be utilized in perform to optimize enterprise strategies and make changes in line with consistently altering monetary and environmental factors.

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Extra info for Business Process Management within Chemical and Pharmaceutical Industries: Markets, BPM Methodology and Process Examples

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First the development of the compound is carried out often without a proper knowledge about the targeted disease. This partly explains the high rate of attrition in advanced stage of development, when already many resources have been spent. This strategy was successful when common diseases ware targeted and a chance for block-buster drugs was much higher. More complex treatments need more resources per se and the risk of dropouts is also higher. Furthermore it is expected that many of the new treatments would be oriented on specific patient subpopulations, thus even if successful, they cannot be turned to blockbusters (PWC 2007).

On the other hand the growth prospects for the industry seem favorable. For comparison, there were only 1,800 compounds in the pipeline in 1999. Many of the recently patented target the most pressing diseases like cancer (750), heart disease and stroke (277), rare diseases including immune system disorders (300), and HIV/ AIDS (104) (S&P 2010). Any successful treatment of these would provide high revenues and possibly reach blockbuster rates. This explains the willingness of companies to put high bets in the R&D.

3 The Global Pharmaceutical Market 39 billion national currency units 40 35 30 25 Europe 20 USA Japan 15 10 5 0 1990 1995 2000 2005 2008 2009 Note: Europe in euro billion, USA in US dollar billion, Japan in yen billion * 100 Fig. 25 Pharmaceutical spending on R&D in Europe, the US, and Japan (1999–2009, billion of national currency unit) (EFPIA 2010, 2011) Next to the private research activities of the companies even more important research locations are the Chinese universities. These traditionally are the main resource of innovation in China and work closely with the private sector since the reforms of the education system (Preschitschek and Bresser 2010).

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