PRINCIPLES
INTEGRATED PHARMA OCEAN FREIGHT PROGRAM
TEAM-UP
TM
COLLABORATION
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:
www.team-up.global
POSEIDON CONCEPT & PRINCIPLES
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.