Case Study

Pharmaceutical Manufacturer

Case study of core business system reconstruction with emphasis on future-proofing

Pharmaceutical Manufacturer

Challenges

Rebuilding core business systems with an emphasis on future-proofing (Implementing global standards for core business systems and realizing continuous and stable system maintenance).

Implemented Products/Solutions

SAP R/3

Project Background

The major domestic pharmaceutical manufacturer in this case is one of the leading companies in the pharmaceutical industry. At the time of its introduction, mainframes were due for renewal and there was a wave of downsizing, leading to concerns that in-house development would be too costly and risky.

Therefore, in rebuilding the core operational system that supports pharmaceutical production activities, the company aimed to focus on future-proofing the system with the following:

  • Introduction of global standards
  • Realizing continuous and stable system operation and maintenance

I aimed for

Reasons for Selecting SAP

After considering several ERP products with an emphasis on globalization, the decision was made to implement SAP as a solution. At that time in 1993, it was a topic of discussion due to it being the first SAP implementation in Japan.

The company collaborated with SAP Japan, SAP Headquarters in Germany, and B-EN-G to develop Japanese functions for the successful introduction of SAP R/3 in Japan.

Implementation Results

By reviewing business processes and introducing SAP, we were able to comply with global standards and create a foundation for the future. The specific items are:

  • Integration of production, inventory purchasing, quality, cost, and equipment management
  • GMP compliance
  • Vertical collaboration with automated warehouses, process control systems, etc.

It is.

Centered on SAP R/3, the company has continued to actively utilize the system to strengthen its competitiveness, including introducing SAP to overseas locations and expanding its target business areas.

*Please note that organization names, positions, numerical data, etc. in the article are based on the time of the interview and may have changed by current viewing.