...Management des Opérations et de la Supply Chain Managing Operations and the Supply Chain ESC2A Topic 4 – Gérer les stocks le long de la supply chain # 83 1. Les différents types de stocks 2. Les coûts liés aux stocks 3. Les modes de gestion des stocks 4. Positionner les stocks Pour la prochaine session • Cas « BVSx » • Travail en groupe, comme LVMH • Lire le cas et répondre aux questions de manière concise • Déposez votre réponse avant le début de la prochaine session • Soyez prêts à présenter vos analyses en classe Management des Opérations et de la Supply Chain Managing Operations and the Supply Chain ESC2A Topic 4 – Gérer les stocks le long de la supply chain # 84 1. Les différents types de stocks 2. Les coûts liés aux stocks 3. Les modes de gestion des stocks 4. Positionner les stocks You are advising Markus Fournel as an expert. • • • • What is your assessment of the situation? The maturity of supplier management? Build a SWOT analysis for BVS from the point of view of “supplier management". What is the position of the suppliers facing BVS? What are the consequences? How do you assess that market? What impact can the "rare chemicals" category have on BVS results? Strategy? Relate to the corporate objectives. What should be the role of supplier management in relation to those objectives? How would you evaluate the relative importance of the suppliers as it relate to the support of corporate objectives? Brainstorm a short list of priorities...
Words: 472 - Pages: 2
...Q1.1: Assessment of the situation BVSx was a small independent division of a big pharmaceutical company located in Luxembourg. It is a technological leader and company number 2 in the vaccine market today. During last years BVSx’s profits raised and its share in the group revenue increased from 5 to 20%. According to analyst report by Banque de Genève, two latest cancer treatment products create a new market up to $ 2 bln. Implementation of “Augmentor®” technologies gives VxC1 (cancer treatment vaccine) several advantages over similar competitor’s product. The only problem associated with this particular case is that low efficiency of Purchasing Department and poor communications with R&D specialists led to further problems over the supply chain that as a result impacts performance of the whole project. Q1.2: SWOT analysis * Strengths * Strong presence in the vaccine market (22% market share) * Competitive advantage of VxC1 and VxR1 vaccines: “Augmentor®” technology * Great potential for BVSx growth within vaccine market by 2020 * Strong finance support for R&D * Weaknesses * Low efficiency of Purchasing Department and Customer Relationship services * Weak in the US market * BVSx is relying on individual strengths / expertise rather than exercising advantages of a market leader in vaccine market * Relying too much on scientists without questioning them for their product needs. * Lack of developing alternate sources / near-specs...
Words: 677 - Pages: 3
...companies then integrated in a fictitious setting, with fictitious characters. ©Michel Philippart 2012 - IRIMA 1 BVSx Profile BVS (Biological Vaccine Science) is a small, independent division (5% of revenues of the mother company) of a large pharmaceutical firm. It is based in Luxembourg, while its parent, a German company, is running its operations from Hamburg. BVSx was, for many years, the forgotten child of the group: vaccines were perceived as a very low margin business, compared to traditional pharmaceutical components, and more subject to litigation. It had been kept independent to allow an eventual spin-off. It is managed by a charismatic leader who has grown BVSx for the last 30 years, going through multiple mergers without ever integrating with its large parents and now working on securing his place in history before his retirement in Tuscany. Today BVSx is a strong number 2 in its field. The division’s profitability has been between 10 and 20% consistently, which has insured its relative independence from its corporate parent. The division has always been riding mainly on a scientific success in a single family of vaccines. Its culture revolves around on research excellence and the specificities of a field very remote from traditional pharmaceutical science, another reason why the corporate parent had never been deeply involved in the details of BVSx operations. The clients are going from large non-profit organizations working in disaster area to doctors in private...
Words: 4936 - Pages: 20
...Cas VIRE 1) La procédure suivie vous paraît-elle régulière ? En cas de licenciement à l’initiative de l’employeur, ce dernier doit se soumettre à un certains nombres d’exigences pour que le licenciement soit légal. En effet, l’employeur doit obligatoirement adresser une convocation au préalable à son salarié, en vue d’un entretien des deux parties (l’employeur et l’employé), et éventuellement une tierce personne qui assistera le salarié durant l’entretien. L’employeur devra ensuite soumettre un temps de réflexion à l’employé, un délai qui devra être respecté par l’employeur, et qui donnera suite à une notification de licenciement, une lettre qui doit contenir le motif du licenciement envoyé par lettre recommandée et accusé de réception. Finalement, le salarié quittera l’entreprise après avoir exécuté le préavis ; il recevra le dernier jour de la part de l’employeur le dernier bulletin de paie, le reçu pour solde de tout compte, le certificat de travail et l’attestation Assédic. Dans le cas Viré, le salarié en question n’a pas obtenu de l’assistance de la part d’une tierce personne durant l’entretien, mais c’est plutôt l’adjoint au directeur commercial qui en a bénéficié, ce qui laisse entendre que le licenciement pourrait avoir des caractères abusifs. D’un autre côté, Monsieur Viré reçoit la lettre de convocation, non pas par lettre recommandée avec accusé de réception, mais plutôt sur son bureau par la secrétaire du DRH, sous prétexte qu’il refusait de la prendre...
Words: 529 - Pages: 3
