Takeda - Brochure 2018

Procurement power at Takeda

Enhancing patient lives

thanks to proficient

procurement

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JAPANESE PHARMACEUTICAL GIANT TAKEDA IS REALISING THE BENEFITS OF A REORGANISED SUPPLY CHAIN. BERNADETTE MAIER, HEAD OF PROCUREMENT FOR EMERGING MARKETS, REVEALS HOW SHE PLANS TO KEEP UP THE MOMENTUM WRITTEN BY

TOM WADLOW PRODUCED BY

CHARLOTTE CLARKE

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N

o company survives 237 years without a degree of forward thinking. For Japanese pharmaceu-

tical firm Takeda, this has been no more apparent than in the past four of these years.

An institution in Japan, Takeda’s rich journey spanning more than two centuries has exponentially gathered pace during the last decade thanks to a series of acquisitions.

However, in order to make such growth sustainable for the long term, CEO Yasuchika Hasegawa decided in 2014 that a new, globalised approach was required.

Fast-forward to 2018, and a centralised procurement function is responsible for more than $6bn of Takeda spend – the engine room driving the company’s expansion in existing and new markets.

Bernadette Maier is Takeda’s Head of Procurement for Emerging Markets.

Based in Singapore, she joined the firm in December 2016, lured by a combination of a legendary heritage and the chance to play a leading role in new market entries.

Her mission? To utilise and develop Takeda’s post-transformation procurement setup and generate value for both business and patient.

“The vision which goes across all Takeda procurement is really being inspired by the patients we serve,”

she says. “The function really is working in partnership, and I think that is the key word here. We are working in partnership to create competitive, sustainable procurement capable of delivering exceptional value for Takeda and improving the lives of patients.”

FACTS

The Japanese firm is ranked 12th in the world by prescription sales and enjoys a particularly strong presence in North America, Asia and Europe

A ROOT AND BRANCH TRANSFORMATION The work undertaken prior to Maier’s arrival laid the foundation that she works from today.

Before 2014, Procurement was organised in seven fragmented silos which individually held little strategic influence in the company as a whole and only delivered minor cost savings per annum (approximately $60mn).

In just two years, owing to a concerted effort unanimously backed by company leaders, Takeda’s procurement function transformed into a global, category-based w w w. t a k e d a . c o m

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“ THE FUNCTION REALLY IS WORKING IN PARTNERSHIP, AND I THINK THAT IS THE KEY WORD HERE. WE ARE WORKING IN PARTNERSHIP TO CREATE COMPETITIVE, SUSTAINABLE PROCUREMENT CAPABLE OF DELIVERING EXCEPTIONAL VALUE FOR TAKEDA AND IMPROVING THE LIVES OF PATIENTS” — Bernadette Maier, Head of Procurement for Emerging Markets

organisation which now holds a place

busy with our internal activity

at the top table of decision making.

rather than being there with our

Maier highlights the importance

business partners, at the table

of a partnership culture, driven by

early on to see what their needs

teams which work collaboratively

are and understanding what they

to achieve goals.

need to be successful.

“In the past I think we were very

“We also needed to be speak-

much transactional and operational

ing their language. I think this is

orientated,” she explains. “We were

the key that we have now – a prow w w. t a k e d a . c o m

Takeda Berlin

curement team on the ground

FACTS

who also understand our business partners' language.”

This holistic approach has already reaped reward to the tune of almost $1bn in savings made in the financial years 20142017, with Takeda awarded a Procurement Leader’s World Procurement Award for Internal Transformation.

For Maier, now is the time to stabilise and build on this success. “A lot of people tend to

Among Maier’s key emerging markets include Russia and former Soviet countries, Latin America and China

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forget how important stability is. There is

TRUST AND TALENT

a balancing act we need now, especially

Maier’s leadership revolves

when it comes to emerging markets like

around a strong faith in her team

Russia and China.

of 23 professionals based in vari-

“Another key challenge and priority is making

ous sub-regions on the frontlines

sure we win the battle for talent. We want to be

of delivery. Whether in Sau Paulo

recognised as a very attractive employer, with

or Dubai, she has empowered her

Procurement seen as an attractive place to be.

leadership to make decisions for

“Finally, the fundamentals. The core is that

the best interest of the business

we deliver value and, ultimately, enable the growth and research and development we

and end user.

Many of these regional leaders

need in order to benefit the lives of our

are fellow women, another cultural

patients. It all goes back to the patient again.”

feature that makes Takeda stand

out in the realm of procurement. Across the whole Procurement organisation there is a 50-50 male to female leadership split.

“From a recruitment point of view, it is attractive to see that women can develop a career here in Procurement, “says Maier. “There is space for women, which I think also makes Takeda a very successful brand. We don’t have that problem you see in so many industries where the higher up you go, the fewer women you see.”

Maier has just returned from Boston in the US where she

“ LOOKING AT EMERGING MARKETS, THERE ARE SO MANY PATIENTS OUT THERE WHO NEED OUR PRODUCTS. I STRONGLY BELIEVE THAT TAKEDA CAN BRING GREAT THINGS TO THE PATIENT AND TO SOCIETY, AND THIS WHY I AM EXCITED DAILY TO WORK HERE” — Bernadette Maier, Head of Procurement for Emerging Markets

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helped lead a procurement talent workshop for the company. Succession planning is a key part of her job in ensuring that Takeda attracts and keeps hold of valued staff, and the ability for employees in Procurement to travel and take on special projects helps make it an attractive organisation to work for.

She also elaborates on Takeda’s ‘Procurement Academy’: “This is our internal learning programme, an online portal for all procurement employees. There are around 100 different programmes, from negotiation training to finance programmes

feature. Communications have also

for procurement. So, whatever

been transformed, with channels

their needs are, they can tap in.”

such as Yammer, e-newsletters and video all utilised to boost engage-

AN INNOVATION FOUNDATION

ment across the company’s 350

Technology is another important

procurement professionals.

draw for Procurement employees, according to Maier.

A vital element of company’s the

“We recently launched a ChatBot, “TakiSan”, for Takeda Procurement,” Maier adds. “This

2014-2016 procurement transfor-

ChatBot is learning our languages.

mation was the introduction of a

It's learning how to identify cost-

new suite of technology which

packages on accounts in order

underpins the centralised model,

to answer questions from the busi-

with self-service tools being a key

ness. We are very much looking into

FACTS

Takeda is the largest pharmaceutical company in Japan and commercially present in more than 70 countries, with products and innovations predominantly covering areas of metabolic diseases, gastroenterology, oncology, cardiovascular health, CNS diseases, inflammatory and immune disorders, respiratory diseases and pain management.

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what artificial intelligence can mean for us in the future."

“We also have large projects going on to harmonise our system landscape we have in place. For example, we are really strong on the use of Ariba. All of this shows me that I'm in the right place with my leadership team, with my peers, having this vibrant conversation on the impact

“ THERE IS SPACE FOR WOMEN, WHICH I THINK ALSO MAKES TAKEDA A VERY SUCCESSFUL BRAND. WE DON’T HAVE THAT PROBLEM YOU SEE IN SO MANY INDUSTRIES WHERE THE HIGHER UP YOU GO THE FEWER WOMEN YOU SEE”

of Procurement going forward.”

The importance of Takeda’s

— Bernadette Maier, Head of Procurement for Emerging Markets

procurement function cannot be understated when it comes to the firm’s pioneering output of medical treatments.

Maier cites Takeda’s recent efforts with its dengue vaccine candidate, which remains a key area of focus to help tackle this significant mosquito-borne viral disease that threatens 40% of the world’s population.

And it is this end output and potential to transform lives that ultimately motivates Maier on a daily basis.

“Looking at emerging markets, there are so many patients out there who need our products. I strongly believe that Takeda can bring great things to the patient and to society, and this why I am excited daily to work here,” she concludes.

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www.takeda.com