When a top-10 global pharma company decided to greatly increase its yearly clinical trials, its leaders asked a hard question: can our clinical supply chain take it? Over four months, GBS mapped the entire chain end to end — every system, hand-off, and role — then went to the market on their behalf: 27 vendor RFIs issued, 32 confidential voice-of-customer interviews conducted, 94 risks identified with a mitigation strategy for each. The deliverable: three complete sourcing models with a candid recommendation, a supply chain control tower design the company has since moved toward. It all started with training for 43 new clinical supplies hires at its European site. Challenge: almost double the trials. Result: a supply chain with a plan to match.

From 100 days to 40. A sponsor's labeling process took 100 days - and nobody could say exactly why. GBS re-mapped the process, identified and recommended removal of numerous invisible queues, and rebuilt the SOPs so people could actually follow them. New timeline: 40 days. Eighty days of waiting, gone.

A university inside a CMO. A clinical supplies packaging provider kept finding the same quality issues - not because people didn't care, but because training didn't stick. GBS designed and built them a complete internal university: curriculum, materials, trainers. Quality findings now get caught by the people who were part of the root cause.

Clinical to commercial, without the cliff. A fast-growing biotech with a breakthrough metabolic asset needed its clinical supply chain to become a commercial one. Working directly with the COO and Head of CMC, GBS gap-analyzed the full transition - processes, systems, vendors, people - and delivered the build plan.

27 vendors, one right answer. A sponsor needed a clinical packaging partner and had 27 candidates. GBS ran the benchmark - capabilities, quality, fit - and the selection has held up since.

Your supply chain has a story like this waiting to happen. Book a call with Steve and bring your messiest problem.