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.
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