Ask any stakeholder in the pharma supply chain whether collaborative working is a good thing and you’ll nearly always get an unequivocal ‘Yes’. It is fair to say that most pharma supply chain stakeholders agree that there is a wealth of benefits associated with collaborative working. But in practice real examples of integrated working in pharma-logistics remain few and far between.
Why is this? Is it because big monolithic companies don’t have the flexibility or motivation to challenge habitual inertia? Is it because of entrenched attitudes, silo mentalities and departmental protectionism? Or is it simply because man’s basic commercial instincts favour discord over concord?