Project roadmap

We supported Vaccines Europe, a vaccine group within EFPIA (European Federation of Pharmaceutical Industries and Associations) in mobilizing a consortium of vaccine manufacturers and institutions to build together an innovative “European Vaccine Roadmap” for the next 5 years.

Our team played the role of project manager in order to 1) bring together the visions of the different vaccine players mobilized, 2) co-write the roadmap with all of them 3) while ensuring the alignment between all and the coherence of the suggested directions.

The result for our client? A consortium of aligned players, a clear and ambitious collaborative roadmap, and a shared innovation project! Find all the information about this project and the details of the roadmap here: http://iprove-roadmap.eu/

Alcimed assisted an American biopharmaceutical client in defining the strategic roadmap for the launch of its orphan drug in Europe, and then in structuring a concrete and operational plan, both at the level of the European region and at the level of each targeted country.

The launch plan is a strategic roadmap for each of the company’s key functions (medical, marketing, production, regulatory, sales) and covers the period from pre-launch (before obtaining the MA – Marketing Authorization) to the first sales.

Today, our team is still involved in regularly updating the first plan defined with our client, according to internal or external developments around this orphan drug in several European countries.

For nearly 2 years, Alcimed has supported a company leader in the aeronautics industry in the definition of its project roadmap for the implementation of its 4.0 plant and the operational deployment of this new factory.

To carry out this project, our team first identified via a benchmark the most relevant organization models and technologies to consider, then we selected the most interesting external service providers for our client, and we finally defined the articulation and the schedule of the different worksites.

Once the final roadmap was validated, our team piloted, monitored and led the different working groups in charge of the various projects, to deliver the first operational results 12 months later!

We assisted the management team of a Regional Health Agency (ARS) in the formalization of 5 strategic roadmaps to pilot the convergence of the 5 Territorial Support Platforms (PTA) present on its territory.

The PTAs, which have been implemented following the law on the modernization of the French health system, are support platforms to help healthcare professionals organize the complex care pathways of their patients. The ARS team that we supported wanted to create greater synergy between its 5 platforms and to coordinate all the actions carried out in the territory in a more pragmatic way.

The work of our team allowed us to define an organization model targeting the future PTAs around 3 key dimensions which were then declined according to the specificities of the territories.

Our team worked with an aerospace manufacturer looking to modernise its production system, while ensuring the highest possible quality standards and guaranteeing its resilience.

To define its roadmap, our team first worked to build a shared ambition with the various business lines. We then defined the projects to be carried out and structured the governance team. We assisted this core team in writing its roadmap and supported them in managing it.

In this way, we were able to define the elements of industrial organisation, the major areas of digitalisation, the new connected technologies to be implemented and the methods of collaboration with suppliers in an ‘extended enterprise’.

We helped an institutional player to structure its approach to decarbonisation issues in order to define the most appropriate courses of action for its situation.

To do this, we first carried out a diagnosis of the situation with regard to its carbon emissions. We then defined its decarbonisation objectives and measured its ambition against its current practices. A roadmap was then structured around the action levers identified with internal stakeholders and based on external investigations (voice of players interacting with our client, inspiration from others who had already initiated this type of approach). Finally, we supported our customer in its management with regular updates.

In this way, we succeeded in defining the objectives and actions to be taken on an individual basis, involving our client’s various business lines and regularly measuring its progress.