NOVARTIS
“ We have a legacy, at Novartis, of pioneering new innovative treatments and the way we deliver these treatments needs to be as innovative as the treatments themselves”
Steffen Lang President, Operations Novartis passion and motivation from our teams who work day-in and day-out to make RLT treatment a reality for patients.”
The importance of building resilient supply When Steffen reflects on the past 30 years of Novartis, the scale and size of the COVID-19 pandemic, he says, was the biggest global pressure test for supply chains. For Novartis, it reinforced the importance of designing reliability into the system before disruption strikes.
“ For us, the worst-case scenario is that there is a patient expecting a medicine and we cannot deliver. That’ s why we have focused for many years on optimising our supply chain when it comes to reliability.”
Resilience, for Steffen, begins with a strong global network. Novartis has more than 30 supply points across the Americas, Europe and Asia, and uses dual supply chains for key products to reduce the risk of disruption. The company is also expanding in the US.
“ The US is a strategically important location and market for Novartis,” he says.“ Last year, we announced a significant expansion to be able to deliver endto-end development of our innovative medicines, from R & D to manufacturing and supply, for patients in the US.”
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