I work in the Supply Chain function, as the Procurement & Sourcing Manager. My colleagues and I are responsible for all end-to-end supply chain related activities that are required to bring about a stable supply of medications to patients.

The Procurement and Sourcing role is dynamic, requiring agility and adaptability. It comprises two main parts: vendor management, and procurement and sourcing. Where existing manufacturers have been in place for many years, challenges can arise that require a rapid response to ensure the availability of the medicines we supply. Our business model means that there are always new and exciting opportunities coming from acquisitions that require us to source new manufacturers, ingredients used for manufacture, and other services related to how we supply medicines to patients.

Although the supply chain may not normally be seen as the most glamorous of operations in any organisation, it really holds a crucial place in pharmaceuticals. The work that we do ensures that, from the manufacture of a medicine to the point where it reaches our patients, there is a smooth process that every stakeholder can have confidence in – most importantly, our patients. We are often the first port of call when it comes to manufacturing challenges that require resolution, and coordinating responses to these is something we take an immense amount of pride in. Also, the importance of maintaining a stable supply cannot be understated, as many of our patients rely on the continuity of supply of our medicines.

When you consider the importance of the medicines we are manufacturing, any delay can compromise the health of our patients. Finding a quick resolution without jeopardising the quality and efficacy of our products is always the priority. We do this by developing and managing robust systems that enable us to minimise disruption to our supply when things go wrong. The global supply chain has presented many unexpected challenges in recent years, and the pharmaceutical sector has not been immune to them. COVID-19, Brexit and the ongoing conflict in Ukraine have all influenced factors such as pricing, lead times and availability. However, I am pleased to say we have been able to maintain continuity of supply. These events also present us with an opportunity to learn, and we have put in place further crisis mitigation strategies to ensure we are as prepared as possible should similar situations arise again. We do this collaboratively with our manufacturing and logistics partners, working together to produce the right outcomes and prioritising quality and consistency ahead of cost.

There are many factors that can make a particular medicine difficult to manufacture. Patients may not appreciate the complex steps that arise in the production of medicines when they go to a pharmacy to collect their prescriptions. Some types of pharmaceuticals are inherently challenging. For example, in manufacturing “delayed release” tablets, various technologies can be applied to achieve the desired outcome – all of which must be tested to confirm the medicine has been produced correctly. Some products have properties that make them difficult to process consistently, especially when batches are not manufactured very often. Some medicines are susceptible to moisture and require careful processing conditions to maintain their integrity, while others require specialised processes to control their quality. Other challenges arise from the nature of the medicine itself; active ingredients, such as antibiotics in bulk powdered form, require special handling to protect those manufacturing them.

Manufacturers generally operate on large scale quantities for operational efficiency. A low volume medicine is one on which relatively few patients rely. Consequently, the minimum batch size – i.e. the minimum number of units of the product a manufacturer requires us to order at any one time – is usually bigger than the typical demand for that product over its shelf-life. These medicines may also have limited distribution. For these reasons and more, identifying suitable manufacturing sites for these products requires careful consideration. But low volume medicines are still essential for the patients who rely on them, however small that number of patients might be.

Considering all the challenges that are present when dealing with the pharmaceutical supply chain, especially the ever-evolving regulatory environment and changing priorities, the most satisfying part for me is being able to face these challenges head-on and provide resolutions in a quick and efficient manner. Knowing that the patient can rely on a steady supply to improve their health outcomes and quality of life brings real meaning to the work we do at Essential Pharma.

Essential Pharma is a dynamic and extremely rewarding place to work. No two days are the same and the supply chain challenges that I face allow me to broaden my horizons, stepping outside my comfort zone regularly. The cross-functional nature of the organisation means the interaction between departments is constant and the scope for understanding elements of the pharmaceutical industry outside my own expertise is vast. There is a great opportunity to learn and I am encouraged to take opportunities to improve my performance and knowledge. This helps me improve and enjoy my own role more, as well as learn about the work that others are doing around me.

Without the work that we are carrying out at Essential Pharma, there is the chance that some medicines may be lost and some patients would go without the medicines they require. It is a key point for everyone in the company that “to some patients we are essential”. This is always at the forefront of our minds during our daily work, driving the decisions we make.