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Global pharmaceutical company: Leadership development improves supply chain performance

Building the skills of new supply chain leaders.


To drive the next level of performance from its supply chain function, this global pharmaceutical company embarked on a comprehensive program to implement an integrated, end-to-end supply chain model. This transformation was underpinned by the appointment of more than 20 people into new regional supply chain roles. It was critical for this group of leaders to build new knowledge, skills and relationships to be successful and lead the change across the wider business.

The client is a science-led global pharmaceutical and healthcare company headquartered in the United Kingdom with offices in more than 100 countries.

The company asked Accenture to design and implement an intensive leadership development program. The objective was to build the skills of the new senior supply chain leaders and equip them to lead the transformation to a high-performance supply chain.


Working in close collaboration with the client and SCM World, Accenture developed a targeted, engaging leadership development program including self-study, practitioner-driven case studies, webinars, articles, peer connections and presentations from senior supply chain leaders in other businesses.

Combining learning assets from Accenture and senior supply chain professionals, the learning program consisted of:

  • Access to the comprehensive supply chain curriculum within Accenture Academy, with more than 1,000 online courses, webinars and videos; more than 2,000 whitepapers and articles; and SCM World’s community repository

  • 1:1 mentoring with supply chain professionals

  • Face-to-face team workshops with supply chain experts to deep-dive on key topics

  • Practitioner-driven group webinars on topics of common interest

  • Facilitation of a six-month action learning project

  • Peer exchanges


The supply chain learning program is an ongoing initiative for the pharmaceutical company. The program, however, has already met and exceeded its initial objectives and has helped deliver:

  • An understanding of each participant’s competencies related to the baseline for their role as input to meaningful, fact-based development discussions with their line managers.

  • Increased awareness of the role of self-development and a bespoke learning plan for each participant.

  • Measurable capability development for the cohort, particularly around key capabilities such as supply chain segmentation, sales and operations planning, commercial understanding and distribution.

  • Stronger internal as well as external peer networks.