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1、 2023 Boston Consulting Group1Health care companies are not prepared for the disruptions that have become a recurring theme oftodays business environment.According to a 2022 BCG survey on operational resilience,only 6%ofbiopharmaceutical and medtech companies are able to anticipate and mitigate the

2、impact of suchdisruptions.Perhaps even more disconcerting is that our analysis of public statements indicates nearlyall the top biopharma and medtech firms have experienced significant impacts from disruptions overthe past five years.Health Care Resilience in Three KeyMovesJUNE 16,2023 By Andres Gar

3、ro,Jorge Vazquez Anderson,Kevin Reilly,Ben Aylor,and Megan DeFauwREADING TIME:12 MIN 2023 Boston Consulting Group2Clearly,most health care companies lack operational resilience,the ability to quickly identify andassess the risk of potential disruptions,react faster when they do occur,and recover fro

4、m the impactsof these disruptions across the end-to-end(E2E)supply chain.To thrive in todays businessenvironment,health care companies need to identify the most important disruptions they face andtheir potential impact and then build the capabilities needed to mitigate such disruptions.Operational r

5、esilience is a major challenge for biopharma and medtech firmsbut itsalso a huge opportunity.To be sure,operational resilience is a major challenge for biopharma and medtech firms.But its alsoa huge opportunity.From 2019 to 2022,the most resilient health care organizations averaged 11%year-over-year

6、 revenue growth,while other companies averaged only 4.1%.Operational Disruptions on the Rise in Health Care 2023 Boston Consulting Group3Companies across sectors expect that the operational risks of the past few years are going to continue.According to a 2023 BCG survey of 759 global C-suite executi

7、ves,approximately 75%of leadersconsider uncertainty a key challenge.About 50%expect additional global shocks that they cannotforesee today to impact their business in 2023,while only 62%have enough certainty about theircompanys mid-term outlook to make long-term investment decisions.Biopharma and me

8、dtech companies face a particularly long list of enterprise risks,many of whichexisted well before COVID-19.(See Exhibit 1.)Public documents from all the top 20 biopharma and top15 medtech companies over the past five years cite disruptions,such as shortages of important activepharmaceutical ingredi

9、ents(APIs),critical material constraints,disruptions impacting the developmentand supply chains of new modalities,skilled-labor shortages,data and security issues,and regulatoryissues.Clearly,inventory buffering and other traditional supply chain strategies that worked in the pastare no longer suffi

10、cient.Managing operational risks is especially challenging for health care companies because the industry ispatient-centric and heavily regulated.Since many products have the potential to save lives,theramifications of an operational disruption are far more serious than lost sales.At the same time,2

11、023 Boston Consulting Group4regulatory requirements,which are crucial for ensuring patient safety,can make some enterprise risksmore difficult to address.For example,if a critical material is in short supply,the company needs to find a substitute or changethe products manufacturing process.Both opti

12、ons involve satisfying high-quality standards and apotentially lengthy regulatory submission and filing process.Given the difficulty of recovering from disruptions,increasing operational resilience iseven more valuableand urgentfor health care companies than it is for otherindustries.Given the diffi

13、culty of recovering from such disruptions,increasing operational resilience is even morevaluableand urgentfor health care companies than it is for other industries.Biopharmas andmedtechs must take steps at once to mitigate the potential impact of disruptions and start puttingmechanisms in place to p

14、romote a faster recovery.What Advanced Resilience Capabilities Look Like forHealth Care CompaniesAccording to BCGs operational resilience survey,health care companies fall into four segments:thriving,reactive,responsive,and insulated.(See Exhibit 2.)2023 Boston Consulting Group5Of the health care co

15、mpanies that participated in the survey,just 6%are thriving.These elite playersunderstand their exposure to all kinds of risks and use this understanding to manage risks proactively.As a result,they can anticipate,respond to,and absorb the impacts from disruptions in the short andlong term.In our ex

16、perience,these companies have three distinctive elements in common:Risk identification and mitigation are comprehensive and integrated.Thriving companieshave visibility into potential disruptions across the value chain and monitor their potentialexposure collaboratively within their organization and

17、 with CMO partners.As a result,they do notsuffer from the risk management siloes that commonly occur internally and externally.Advanced analytics are key.Thriving firms use advanced analytics to identify and predict risks inreal time.These insights enable them to design products and supply chains th

18、at are less risk-prone and better able to recover from disruptions.For example,biopharma companies candesign their drugs with potential substitute materials(and suppliers)in mind and include thesealternatives in their FDA dossiers.Responsibility for resilience is owned by the business units.All busi

19、ness units manage theirown risks.They incorporate risk management processes into business-as-usual processes and 2023 Boston Consulting Group6The vast majority of companies88%of those in our surveyare reactive.They have little visibilityinto potential risks and therefore a limited ability to anticip

20、ate them;fragmented,manually intensive,and cumbersome processes for managing the risks they already know about;and supply chains thatrequire significant time and effort to recover from disruptions.These companies are caught in a viciouscycle:because they oen operate in firefighting mode,they cannot

21、invest in the resilience capabilitiesneeded to mitigate disruptions in the short or long term.Each of the other two categories,responsive and insulated,comprises only a handful of companies.Responsive organizations can manage short-term disruptions but lack the resilience capabilities inplace to man

22、age volatility over the medium and long term.Insulated firms,by contrast,can mitigatedisruptions over the medium and long term but cannot recover quickly from unexpected crises.How to Build Resilience CapabilitiesThere are a few companies that have not yet become thrivers but have made real strides

23、in the journeyto resilience.Weve seen from our work with clients that this type of progress typically occurs in twosteps,from reactive to responsive,and from responsive to thriving.From Reactive to Responsive.First,companies build capabilities that enable them to managedisruptions in the short term.

24、They develop better visibility into inventory,lead times,and otherdimensions of operational performance across the E2E supply chain.In one case,a business unit of a major biopharma company faced continual disruptions related to aninsufficient supply of some key products.The organization lacked visib

25、ility into the risks this businessunit faced across the E2E value chain and life cycle.Moreover,the central risk management function,which serviced the companys various business units,was unable to address risks and disruptionseffectively because of its fragmented,complex processes.The company devel

26、oped a new E2E controltower approach that provides timely visibility of critical supply risks to the leadership level appropriatefor handling the particular risk.As a result of these actions,the business unit team in question is nowbetter able to address disruptions and effectively stabilize supply.

27、Beyond enhancing visibility,companies also invest in the capabilities needed for absorbing andrecovering rapidly from disruptions.This includes scenario modeling to understand the impacts ofhigh-and low-probability events in different types of markets and supply chain setups.Companiesleverage their

28、experience and existing data(when available)to characterize and prioritize risksaccording to likelihood and impact.This analysis in turn informs their investment,focus,and overallmitigation strategies.monitor them like other key performance indicators.2023 Boston Consulting Group7For example,soon ae

29、r the semiconductor supply crisis began in 2020,a global medical devicecompany created a data room and control tower to enable real-time monitoring and proactive alerts ofpotential supply disruptions.Functional teams began holding daily meetings to review performancemetrics and determine mitigation

30、actions.And a new team,process,and playbook were set up tooptimize decisions during shortages.With this data-driven approach,the company was able toredesign most of its key products or find component substitutes for them.As a result,the businessminimized the impact of the supply chain disruption on

31、patients and reduced potential revenue loss by20%in a year.In the final step of the transition from reactive to responsive,players improve their ability to react byleveraging advanced analytics.Many companies model different scenarios that take into account theprobability of potential events accordi

32、ng to various market and supply chain conditions.More-advanced organizations are building decision support tools that allow them to adjust product offers,production plans,and supplier actions in response to disruptions.This was exactly the approach thatsome leading medtech players took to mitigate t

33、he printed circuit board shortage that impacted manyindustries two years ago.Thanks to their decision support tools,these companies were able tomaximize the utility of the available supply.From Responsive to Thriving.Once companies can predict and manage short-term risk,they canshi their focus to bu

34、ilding the capabilities that will allow them to recover from disruptions faster andbe more resilient over the long term.Making this transition is quite challenging because theorganization must ensure that the changes,such as the creation of a new network architecture,areintegrated into the long-term

35、 strategy and core business processes.This requires fundamentallychanging business-as-usual processes in innovation,network strategy,product supply strategy,commercialization,digital strategy,and capital investments to drive proactive risk management.Companies also need to establish clear and nimble

36、 risk escalation processes appropriate for thepotential impact and timing of each risk.At the same time,companies must make important organizational changes.They should set up acentral team to define their resilience strategy,guidelines for crisis response,and standardizedbusiness processes for iden

37、tifying and mitigating risks.In addition,organizations should add riskmanagement to the responsibilities of existing operational team members.They should also embedrisk management roles in core operational functions where needed.A major biopharma player provides a good example of how this can be don

38、e.Early in the clinicaldevelopment of a new asset,the company began redesigning its supply chain to accommodate thatasset.The organization conducted an E2E readiness assessment to identify any major gaps in criticalcapabilities such as manufacturing,supply planning,sourcing,and digital.Using those f

39、indings,itdesigned network,sourcing,and supply strategies to ensure resilience prior to launch.This effortsignificantly increased confidence in the companys ability to deliver lifesaving innovative medicines topatients,who otherwise would have limited treatment options.2023 Boston Consulting Group8T

40、hree Essential Moves for Ensuring OperationalResilienceBecause business uncertainty will continue for some time,health care companies must take actionnow to ensure that they have the resilience capabilities needed to mitigate future disruptions.Threesteps are crucial.Understand where you stand.A com

41、panys first move should be to determine which quadrant itfalls into in the resilience matrix.A comprehensive risk assessment across each major products lifecycle and value chain helps identify gaps in performance and capabilities.By comparing these findingswith existing resilience capabilities,organ

42、izations should be able to identify which key dimensions,such as visibility and response,are currently inadequate.Build a cohesive resilience strategy.Companies must identify the critical capabilities they need tobuild resilience.We have developed a holistic resilience framework to help businesses w

43、ith this task.(See Exhibit 3.)To strengthen recovery capabilities,companies should improve monitoring,prediction,2023 Boston Consulting Group9and crisis response.And to build the necessary capabilities to absorb the impact of disruptions,organizations should embed risk management principles into the

44、 business processes that supportnetwork design,sourcing strategy,inventory and planning,and product design.Improving enablerssuch as processes,talent,and digital tools will be essential for making these changes stick.Engage the enterprise.Resilience is everyones responsibility.To drive this point ho

45、me,werecommend that companies pilot the program in a real-world context.The change and communicationeffort should reach people in the organization in their own individual day-to-day work.The goal is tohelp employees uncover risks that might have remained hidden until a disruption occurred and theabi

46、lity to serve patients was compromised.Given the uncertainty of the current business environment,it is incumbent upon health care companiesto ensure that they have robust resilience capabilities across the life cycle and value chain.Asunpredictable disruptions become increasingly common,companies th

47、at have invested in resiliencewill not only lead the way operationally and financiallythey will also be better positioned to live up totheir commitment to the patients who depend on them.2023 Boston Consulting Group10AuthorsAndres GarroMANAGING DIRECTOR&PARTNERMiamiJorge Vazquez AndersonPRINCIPALDal

48、lasKevin ReillyPARTNERBostonBen AylorMANAGING DIRECTOR&SENIOR PARTNERWashington,DCMegan DeFauwMANAGING DIRECTOR&PARTNERDallasABOUT BOSTON CONSULTING GROUPBoston Consulting Group partners with leaders in business and society to tackle their most importantchallenges and capture their greatest opportun

49、ities.BCG was the pioneer in business strategy when it wasfounded in 1963.Today,we work closely with clients to embrace a transformational approach aimed atbenefiting all stakeholdersempowering organizations to grow,build sustainable competitive advantage,and drive positive societal impact.Our diver

50、se,global teams bring deep industry and functional expertise and a range of perspectives thatquestion the status quo and spark change.BCG delivers solutions through leading-edge managementconsulting,technology and design,and corporate and digital ventures.We work in a uniquely collaborativemodel acr

51、oss the firm and throughout all levels of the client organization,fueled by the goal of helping ourclients thrive and enabling them to make the world a better place.2023 Boston Consulting Group11 Boston Consulting Group 2023.All rights reserved.For information or permission to reprint,please contact BCG at .To find the latestBCG content and register to receive e-alerts on this topic or others,please visit .Follow BostonConsulting Group on Facebook and Twitter.