Stada Arzneimittel AG - Germany
| Държава: | Германия |
| Кратка информация: | Continuous portfolio expansion The continuous expansion of its product portfolio – visible in form of the high annual number of product launches within the Group – is a central success factor for STADA. In view of costs and regulatory requirements, the objective of the Group’s development activities that are based on many years of experience – also including the use of external development partners – is to provide the sales companies with a product portfolio that is always up to date. This applies in particular to generics for which the launch of new products promptly after expiration of the commercial property rights is one of the central operative success factors. For several years already, STADA has been selectively increasing the in-house development of important active pharmaceutical ingredients to reduce supply commitments, which are frequently associated with the use of external development partners, and thereby to optimize the procurement and production costs. Continuous cost optimization Particularly of its larger core segment Generics, STADA has a price-sensitive business model. Therefore, an important success factor of the Group is the continuous cost optimization. Within the framework of this ongoing cost optimization, one focus continues to be cost of sales. For reasons of flexibility and cost, STADA does not normally carry out its own production of raw or auxiliary materials, utilizing instead a worldwide network of raw materials suppliers. STADA has recourse to a flexible, international network of internal and external resources in the area of pharmaceutical production2). Here particularly the production facilities acquired and expanded over the last few years in the low-cost countries have made their corresponding contribution. Within the framework of the production strategy, the large production sites in South East Europe, Russia and Vietnam play a special role, as STADA – in view of the continuous cost optimization – is increasingly transferring production activities into these cost effective Group-owned production facilities. Due to the contracts that already exist, however, these are longer-term processes. With a view to the continuous cost optimization in the area of cost of sales, the Group will also continue these comprehensive transfer processes in the future. In 2009, the Group – with the involvement of external advisors – initiated the “STADA – build the future” project aiming to strengthen the mid and long-term earnings potential. In financial year 2010, STADA began the consistent implementation of this Group-wide project, which aims for a reduction of complex Group structures, more efficient centralized control of Group companies as well as an acceleration of the continuous cost optimization with a focus on the fields of cost of sales/production locations as well as organizational, reporting and personnel structures. In this context, the Group carried out a comprehensive reform of internal reporting lines in 2010. The reporting structure, previously mainly locally aligned, was changed to a primarily functional organizational structure for the areas of Finance as well as Production and Development and Procurement. In the reporting year, STADA centralized and streamlined previous service functions of the subsidiaries, such as product development, pharmaceutical approval, production, purchasing and procurement, quality management, information technology, strategic planning and finance under the uniform operational leadership of the Group. The centralization of the service functions, which also requires a new, accelerated reporting system, integrates the capacities and expertise of the subsidiaries more efficiently into the Group. At the same time, the STADA sales companies in the individual national markets remain decentrally organized, so that they continue to be responsible for their local sales. However, the individual corporate areas of the respective subsidiaries report directly to global line managers, who in their corporate function, are responsible for and control all processes and functions related to their area in the STADA Group, regardless of location or subsidiary. Due to this organization, the individual subsidiaries now have more direct access to the Group’s financial, personnel and knowledge-related resources. In the view of the Executive Board, STADA can use this central organizational structure to best counteract the challenges related to frequent regulation, continuous cost pressure and increasing importance of economies of scale effects, as this structure combines the advantages of flexible and local sales units i.e. operating independently in their respective markets with a central and therefore efficient organization in the operating area. This leads in turn to higher level of transparency and further cost optimization. |
| Сайт: | http://www.stada.de/english/ |
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