The Poseidon model is based on TEAM-UP TM collab - orative principles and practices. The non-profit TEAM-UP TM initiative has systematically adopted and adapted supply-chain best-practice from those in - dustries that have been successfully applying stra - tegic collaborative methodologies over the past two decades to drive efficiencies, reduce costs and im - prove outcomes. The inherent collaborative bias of the Poseidon sys - tem helps drive the intimate alignment between the different participants in the network. In order to ensure that the very best principles of collaboration are understood and adhered to, and that all partners subscribe to the same standards and ideals, all Poseidon Partners are actively en - couraged to adopt the TEAM-UP integration model. For further information:


The Poseidon reform model was conceived and built around some of the principles of supply chain collaboration and integration that are being successfully applied in other industries. Poseidon takes the form of a supply network (as opposed to a supply chain), comprising all the actors involved in transporting a pharma product. It is a pharmaco-driven program that has been designed from the ground up, with the shipper, the logistics companies and the supply partners all sitting around the same table as equal partners. Poseidon essentially works by fostering trust, respect and common purpose between the all the key people and organisations involved and by harnessing their collective effort, energy and expertise. Instead of superimposing yet another layer of command and control based, box-ticking certification, Poseidon employs a holistic approach to driving fundamental changes of behaviour and sustained improvements. With its common purpose, agreed rules, universal values and one-team culture, a unique supply chain dynamic is created, one that actively drives collective innovation, mutual responsibility and continuous improvement. The resulting win-win teams create value, quality and innovation as a natural product of this structured approach. Of particular note is the fact that the Poseidon scheme has been formulated to spontaneously address the perennial cost vs quality conundrum. One of the ways this is being achieved is through the early involvement of the marine insurance sector in the management of risk. The active involvement of insurance specialists alongside the other program stakeholders obliges the network to scrupulously define, measure and contain all ocean-freight risk exposures so that affordable, full-value insurance support can be made available to all participating shippers. Companies that are collaborating properly across their supply chains can enjoy dramatic reductions in inventories and costs, together with improvements in speed, waste reduction, service levels, and customer satisfaction.
The level of collaboration that is evident in the pharma-logistic space generally falls well short of what is deemed good- practice by modern standards. Despite the principles and methodologies of collaborative working having been actively developed elsewhere over the part three decades, we have seen very little real integration in pharma-logistics. An 'every man for himself' supply chain mentality continues to persist. But with the rapidly-changing pharma-logistics environment of globalisation, regulation, technical change, modal shift, customer-centricity and much more, supply chain players must be prepared to move from ‘just-adequate practice’ to genuinely ‘best practice’ if they are going to survive in an increasingly competitive business environment. To do this they need to rethink how they work together in order to to optimise operational efficiency, intelligently exploit data, reduce risk, drive innovation and increase competitive edge.
Partnering The partnering principles on which the Poseidon model is based have been developed and deployed in many other sectors over the past 25 years or so. It is interesting to note that the theory of collaborative supply chains has been gradually developed, and partially implemented, since the 1950s but it wasn’t until computing and communications technology reached an inflection point around the turn of the century that true multi-party, global collaboration really became practical.
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