This first United Nations informal Inter Agency Task Team webinar on Sustainable Procurement in the Health Sector (SPHS) is relevant to all those active in the healthcare supply chain - from producers to purchasers. In particular, it is aimed at assisting procurement teams planning to institute sustainability initiatives to think through how they can include a wide diversity of suppliers in these sustainability initiatives. It explains the benefits of ensuring actions which are inclusive of all, allowing small and medium enterprises to meet new standards. It also covers supplier development and how procuring entities can engage with suppliers and manufacturers to understand the challenges they face and how they can work jointly to identify opportunities to integrate sustainability in the supply chain.

1. Welcome to the
SPHS Webinar Series
"Ensuring Fair Play in the
Global Health Supply Chains"
www.savinglivesustainably.org
August 23, 2017

2. Agenda
1. Welcome remarks
2. Introduction to speakers
3. Presentations
• UNDP: Introduction to the SPHS initiative
• UNFPA: Transition from a product based to a
method based catalogue
• CEGESTI: The Promotion of the Participation of
Small and Medium Enterprises in Green Public
Procurement
• PSCI: Ensuring Supplier Diversity
4. Q&A

3. Speakers
Roberto Mena
Procurement Specialist
United Nations Population Fund (UNFPA)
Steven Meszaros
Corporate Senior Director Business Resiliency &
Business Development
Pfizer
Sylvia Elena Aguilar
Environment and Development Coordinator
CEGESTI

4. Sustainable Procurement
in the Health Sector
(SPHS)
Dr. Rosemary Kumwenda
SPHS Coordinator and Team Leader for Regional
HIV, Health and Development, UNDP Europe and
CIS
SPHS Webinar Series : Ensuring Fair Play in the Global
Health Supply Chains, August 23, 2017
INTRODUCTION

5. Who We Are
Established in 2012, SPHS brings
together seven United Nations agencies
and three global health financing
institutions, committed to introducing
sustainable procurement in the global
health sector and beyond.
Our annual cumulative purchasing
power is around US$ 5 billion, which
represents a sizable portion of the global
pharmaceutical and other health
products markets.
What We Do
MULTI-
LEVEL
PERSPECTI
VECROSS-
CUTTING
INNOVATION
DRIVER
FOR
CHANGE
INCLUSIVE
APPROACH
MARKET
INTELLIGEN
CE
ONLINE
ENGAGEME
NT
PLATFORM
BUSINESS
TO
BUSINESS
Our UN procurers, suppliers and
manufactures work at global,
regional and national levels
We address sustainability from
different perspectives - public
health, the environment,
procurement.
We promote sustainable health
systems and inclusive green
economies
Our engagement with suppliers
and manufacturers is based on
systematic consultation, ongoing
dialogue and collaboration
We can draw on the expertise
and knowledge from our far-
reaching network
We maintain a repository of good
practice examples on sustainable
procurement and sustainable
manufacturing
We bring together a global
network of technical experts who
can support suppliers and
manufacturers
Achievements
Green Procurement Index Health
roadmap
Guide on Health Procurement
and the Compliance with
International Environmental
Conventions on Chemicals
Carbon foot printing of UNDP
Global Fund grants
Health care waste assessments
and waste management toolkits
Engagement Strategy with
suppliers and manufacturers and
a Signed High-Level engagement
statement
Sustainable Health Procurement
Guidelines and Procurers training
Environmental Questionnaire for
suppliers and manufacturers
Partnerships with Health Care
without Harm, SIWI, Skoll
Foundation, UNF
www.savinglivesustainably.org

6. Transition from a product based
to a method based catalogue
Roberto Mena
Procurement Specialist
United Nations Population Fund (UNFPA)
PRESENTATION #1

7. THIS IS UNFPA
Ensuring Fair-Play in the
Reproductive Health Supply
Chain

8. Procurement Services Branch
Delivering supplies for reproductive health
results
UNFPA Procurement Services Branch has been providing
reproductive health supplies for the developing world for
over 40 years. Our expertise extends to managing a global
supply chain that responds to the needs of our partners in
development.
Today, UNFPA is one of the largest public sector procurers
of Reproductive Health (RH) commodities.

9. United Nations Population
Fund
Delivering a world where
every pregnancy is wanted,
every childbirth is safe and
every young person’s
potential is fulfilled
We are the lead United Nations agency that expands the possibilities for
women and young people to lead healthy sexual and reproductive lives.
We are on the ground improving the lives of millions of women and
young people in more than 150 countries and in humanitarian crises.
In 2016,
UNFPA delivered
RH supplies
to
117 countries
providing over
35 million CYP
couple years of protection

10. Public procurement principlesOpen international bidding process
Competitive, pre-negotiated
prices
Procurement, contracting and
QA expertise
Cost savingsStringent UNFPA / WHO QA
practices
Pre-qualified suppliers and
products
Pre-shipment inspection,
sampling and testing
Trusted Partner in RH Supplies
Comprehensive audit rating = Satisfactory
UNFPA Procurement Services
Product & pricing information
online
Generic or
innovator brands
Online planning tools and
simplified ordering process
Reduced lead time in-stock
products
quality value choice
UNFPA
Public procurement principlesOpen international bidding process

11. Prequalification
Male condoms
Female condoms
IUDs
RH Medicines
Technical evaluation
Medical Devices
Emergency RH Kits
Fistula Repair Kits
Capacity building
Quality control laboratories
National regulatory
authorities
Manufacturers
WHO, UNFPA, and ISO standards
UNFPA’s Quality Assurance Policy

12. Objectives
• Ensure high quality commodities
• Access generic medicines and low
cost devices that meet international
standards and quality requirements
in line with WHO specifications and
guidelines
• Harmonize quality standards through
pooled procurement
• Ensure safety and efficacy
throughout shelf life

13. Concerns addressed by QA practice
Substandard/Spurious/Falsely-labeled/
Falsified/Counterfeit Medicines

14. Market Shaping
Activities
Uptake of Generics
Amongst other
activities

15. What have we done?
Switch of the offering on UNFPA’s Online Catalogue
• Transition from a product based to a method based catalogue
Development of Tools to assist the transition
• Infographics – frequently asked questions on generics
• Price comparator chart
• Interactive Price comparator
• Procurement planning tool – gives prominence to generic
names
• Hormonal contraceptive fact sheet

19. What have we done?
Demand generation
• Webinars in collaboration with partners – RHSC, WHOPQT,
Government of Zimbabwe, UNFPA regional offices
• Focus on Pharmacoeconomics of generics

20. Innovator or Generic?
What you can buy for 1000,000 USD*
Combined Oral Contraceptives
Product Quantity Unit of Measure
Innovator Brand 1 370,370 Cycle
Innovator Brand 2 144,927 Cycle
Generic Brand 1 454,545 Cycle
Generic Brand 2 416,666 Cycle
Generic Brand 3 416,666 Cycle
Potential savings
equivalent to more than 300,000 additional cycles
*Does not included freight charges or 5% handling fee
March 2017 catalogue prices

21. Results of Pharmacoeconomics of generics

22. Generic Contraceptives delivered to

23. UNFPA Procurement – Increasing Supplier base

24. www.unfpaprocurement.org

25. The Promotion of the
Participation of Small and
Medium Enterprises in
Green Public Procurement
Sylvia Elena Aguilar
Environment and Development Coordinator
CEGESTI
PRESENTATION #2

26. About CEGESTI
We are a non-profit
organization founded in 1990,
with the mission of contributing
to sustainable development in
Latin America with special
emphasis on: Environment and
Development; Responsible
Business and Impact on Social.
Responsibility.
•Training
•Support for the development of a
policy and action plan (Min.of
Environment)
•Training
• Support for the
development on a
handbook (Min. of
Environment)
• Support for the
development of a
national instructive on
SPP (Min. of Finance)
•Training
• Training
•Training
• Support for the development of a
policy and action plan
(PanamáCompra-National
Procurement Authority)
•Training
• Support for the development of a guideline
on labour conditions on public procurement
(Min. of Finance and Min. of Labour)
• Research on the state of implementation of
SPP (Min. of Finance)
• Spaces of dialogue (Fair Trade, Bar
Association, among others)
• Techinical assistance to several institutions
Sustainable Public Procurement
(2007-to date)
•International researches done on
the topic, financed by OAS, UN
Environment and Fundación
Mapfre

27. Available at
http://www.scpcl
earinghouse.org/
knowledge-hub

28. Importance
and
characteristics
of SMEs
•Besides their contribution to the GDP, they are
important in generating employment (e.g., in Latin
America, SMEs account for around 99% of
businesses and employ around 67% of
employees).
•There is no official data on the environmental
performance of SMEs, but is known their difficulty
to comply with standards and it is recognized that
their environmental impact is significant.

29. Public sector´s
supply chain
•The participation of SMEs in public procurement may be direct, either because
the SME is selling the product that another enterprise manufactured, or
because the SME is the manufacturer selling, or indirect when they are the
manufacturer or provider of materials, but another enterprise sells directly to
the Public Sector.
•Also, the SME could be part of a bid as a subcontractor (for example, in the
case of constructions), or be the contractor themselves. Of course, the supply
chain could be as complex as many enterprises might be on multiple tiers
below the bidder.
Taken from the SPHS Annual Report 2016

30. SMEs in
Public
Procurement
When trying to access public procurement, SMEs face
difficulties such as:
•The size of contracts
•Lack of access to relevant (quality) information
•Disproportionate qualification levels and financial
requirements
•Delayed payments
•Emphasis on price, rather than on value for money
•Red tape
•Perceive risk, from the buyers´ point of view, as SMEs might
not have the track record
•Among others

31. SMEs in
Public
Procurement
There are different policies that can encourage the participation
of SMEs in public procurement:

32. Competi-
tiveness of
SMEs in GPP
Even if a country successfully develops the capacity
to implement GPP, SMEs need support to take part of
this market.
There is a perceived risk of GPP creating unfair
competitive advantage for few (often large,
international) firms able to comply with GPP
standards.

33. Opinion on the
main barriers that
SMEs face in GPP
(n=39. Respondents could
choose more than one
response)
SURVEY (39 PARTICIPANTS, 25 COUNTRIES)

34. Promoting SMEs in
GPP
SMEs able to
competitively
participate in
public
procurement
SMEs able to
offer the green
products required
in public
procurement
SMEs in
GPP
There are many
policies around the
world on promoting
SMEs on public
procurement
Many countries have programmes / service
suppliers to support SMEs improve their
environmental performance and upgrade
their technology, as well as green finance.
Not necessarily linked to GPP
priorities

35. Recommendations
for countries
Based on UNEP´s SPP Approach Steps
(UNEP, 2012)

36. Recommendations
for countries:
Prioritize products
As part of the Market Readiness Analysis, consider:
• Are there policies in place to promote the participation of SMEs in
public procurement? How are the barriers to SMEs in public
procurement been addressed?
• What are the types of SMEs on that market? (commercial
ventures, microenterprises, SMEs, Dynamic SMEs)
• What is the maturity level of those SMEs regarding their capacity
to offer a green bid?

37. Recommendations
for countries:
Prioritize products
• What are relevant certification or verification
instruments available in the country? What are the
costs involved for companies to comply?
• Are there financial instruments/subsidies available to
SMEs to make necessary investments?
• What is the costs differential of green products? Is life
cycle costing or total cost of ownership used in public
procurement?
• Are there national programmes (or other instruments)
to promote environmental improvements on those
sectors, either through training or technical assistance?

38. Recommendations
for countries:
Define specific
strategies
• Acknowledge the heterogeneity of SMEs (from micro to quite
dynamic SMES able to exploit market opportunities).
• Coordinate with the SME´s capacity building institutions capacity
building improve environmental performance of products/processes
aimed at the particular products prioritized for GPP.

39. Recommendations
for countries:
Define specific
strategies
• Coordinate with the finance sector the inclusion of investments
to modify products, certifications, or others, in their white list of
green investments for SMEs.
• Make sure SMEs take part into the definition of sustainability
criteria and define clear instructions to buyers on how to
gradually include the criteria.
• As each user may have different functional and performance
needs to fulfill, it´s not possible to define criteria that is
bounding. However, it is important to provide guidance to avoid
a multitude of different sustainability criteria for the same
product.
• When defining the monitoring system, define metrics to
measure the participation of SMEs in SPP.

40. Challenges in the
health sector
• Not to define stringent environmental criteria, out of the reach of
SMEs to comply, financially and/or technically (including
certifications with no local providers). SMEs rarely take part in
GPP criteria development, which tends then to request readily
available green products, rather than engage in partnerships
with SMEs to foster innovation.
• Provide enough time to prepare, as SMEs do not have the
resources to allocate personnel to environmental management
and/ or research to green their products.
•Avoid the “Eco-label dilemma”: globally, there are over 400
ecolabels in operation, and for sectors that are frequent areas of
public spending there are around 40 labels, all indicating varying
levels of performance.

41. Challenges in the
health sector
• SMEs´ reluctance to face the costs of introducing the
necessary changes, particularly when the buyers´
preference is lower cost, instead of the most economically
advantageous tender (MEAT) criterion.
• Not compliance to quality standards. There have been
complaints on the quality of some green products and it is
reported as a barrier hampering the market uptake of
green products.

42. Challenges in the
health sector
• Lack of capacity
building programmes
(training and / or
technical assistance)
to support SMEs
adapt their production
processes and/or their
products.
• In countries with
weak enforcement of
environmental
regulations, even
basic criteria could
render a significant
portion of SMEs
unable to bid.

43. Challenges in the
health sector
• The coordination with the relevant local institutions

44. Thanks!
saguilar@cegesti.org
https://www.linkedin.com/in/sylviaaguilar
http://www.cegesti.org/
http://www.comprasresponsables.org/

45. Ensuring Supplier Diversity
Steven Meszaros
Corporate Senior Director Business Resiliency & Business Development
Pfizer
PRESENTATION #3

46. PSCIPHARMACEUTICAL SUPPLY CHAIN INITIATIVE
The Pharmaceutical Supply Chain
Initiative (PSCI):
An Introduction

47. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
PSCI: The Purpose
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Our purposeis to bring
together the pharmaceutical industry
to formalize, implement, and champion
responsible supply chain practices.

48. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Members working together to drive change
24 member companies
already share the PSCI
vision for responsible
supply chain
management and are
committed to continuous
improvement….
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49. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Addressing the issues
GLOBALISSUES
ETHICSHEALTH & SAFETY ENVIRONMENT LABOR
ROLEOF
BUSINESS
Be trusted by our patients and stakeholders
Deliver reliability across our supply chain
Source from companies who are responsible
ROLEOFPSCI
BRING PSCI
PRINCIPLES TO LIFE
THROUGH
STANDARDISED
PROCESSES
LEVERAGE
COLLECTIVE VOICE
BUILD CAPABILITIES
& DRIVE
CONTINUOUS
IMPROVEMENT
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50. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
What are the PSCI Principles?
50
ETHICS HEALTH & SAFETY ENVIRONMENT MANAGEMENT SYSTEMSLABOR
PSCI created the Industry Principles for Responsible Supply Chain Management
These five Principles outline our expectations for sustainable supply chains in our
industry and provide descriptions of our expectations for pharmaceutical supply chain
partners:
Our Implementation Guidance provides:
 Clarity about the Principles in each of the five areas
 A framework for improvement
 Examples of how to meet the PSCI expectations
www.pscinitative.org
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51. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
The PSCI Principles
51
ETHICS HEALTH & SAFETY ENVIRONMENT MANAGEMENT SYSTEMSLABOR
 Business
integrity & fair
competition
 Identification of
concerns
 Animal welfare
 Privacy
 Freely chosen
employment
 No child labor
 Legal treatment
of young
workers
 Non-
discrimination
 Fair treatment
 Legal wages,
benefits &
working hours
 Freedom of
association
 Worker
protection
 Safe work
conditions
 Process safety
 Proper control
of hazardous
substances
 Emergency
preparedness &
response
 Communication
of hazard
information
 Legal
environmental
authorizations
 Management of
waste &
emissions
 Spills & releases
prevention
 Water
conservation
 Manage
pharmaceutical
waste-water
discharge
 Commitment &
accountability
 Legal &
customer
requirements
 Risk
management
 Documentation
 Training &
competency
 Continual
improvement
www.pscinitative.org
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52. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
The challenge: The role of PSCI
52
PSCI
Collective
Influence
Continuous
Improvement
Collaboration
PSCI
Standardised
Processes
PSCI
Principles
PSCI
Capability
Building
Supply
Chain
PSCI membership
provides a collaborative
platform to drive positive
change.
The PSCI Principles
provide the foundations for
driving continuous
improvement across the
supply chain.
Our supply chains must
be reliable and
responsible in order to
respond effectively to our
patients’ needs and to
retain trust.
Standardised processes
bring structure and
consistency, reducing risk.
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53. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Support improvement
53
Help build supplier capability to implement the PSCI Principles and practices.
Regular supplier capacity building
activities including:
Webinars
On current topics impacting our industry.
Supplier Conferences
To support technical capacity building.
Knowledge Sharing
Share best practice documents through a
resource library on the PSCI website.PSCI Supplier & Auditor Training Event, India (2017)
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54. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Improve efficiency
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PSCI has
standardised
tools to assist
the assessment
of the supply
chain against
PSCI principles,
including the
PSCI Self-
Assessment
Questionnaire
& Audit
Protocol
Access a platform of shared audits and help reduce auditing duplication.

55. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Move the industry
55
Influence standard practices across the supply chain.
 Created the PiE learning modules, making them available
on the PSCI website
 Setting the industry standard for sustainability data collection -
aligning on a common core set of questions and platform
 Modern slavery industry position paper
completed
 Supported the Green Chemistry practices across
the industry
Green Chemistry
Conference, 2017
Achievements include:
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56. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
PSCI Strategy 2015 - 2017
56
PSCI Vision and Mission
3
Improving
engagement across
the industry & with
key stakeholders
2
Enabling
suppliers to
continuously
improve
1
Driving leadership
practices at
member
companies
Strategic Pillars
How we will influence
Governing with Transparency and Managing with Accountability
Governance
How we will manage
Fair and Safe Work Places
Responsible Business Practices
Environmental Sustainability and Efficiency of Resources
Priority Issues
What we will influence
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57. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Supplier diversity efforts closely link to SDG#8
57
8.3 Promote development-oriented policies
that support productive activities, decent job
creation, entrepreneurship, creativity and
innovation, and encourage the formalization
and growth of micro-, small- and medium-
sized enterprises, including through access
to financial services
By 2030, achieve full and productive
employment and decent work for all women
and men, including for young people and
persons with disabilities, and equal pay for
work of equal value

58. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Building Trust
Trust is earned every day. Trust can be lost any day.
Suppliers trust us
to be able to
compete for our
business fairly and
equally.
Our Neighbors trust
us to protect the
local and global
environment.
Colleagues trust
that leadership
cares for their
safety.
Patients trust us to
discover and deliver
innovative
treatments.
Society trusts that
are medicines are
fairly priced.
Pharmacists trust
that they will never
run short of a life
saving medicine.
Diversity Programs are a key opportunity to expand the PSCI’s aspiration for becoming
TRUSTED IN PHARMA INDUSTRY
Patients trust that
the next dose is as
effective as the last
dose.
There are many examples of great diversity programs run by our
member companies, please see the back up deck for a sampling of a
few of those programs.

59. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
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60. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
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61. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
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62. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
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63. Supplier Diversity – Update
Global Sustainable Procurement
Risk, Sustainability, Performance and Innovation (RSPI)
Unlocking Value for Growth | 未来への価値を創造する

64. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Creates overall value within our strategic sourcing
process and provides:
 Strategic Alignment - Contributes to the mission and vision of
Takeda and is a reflection of our Core Values and a pillar of
our Vision 2020 program
 Value – Promotes competition among our suppliers and helps
Takeda optimize the price, quality, and availability of the
products and services it buys, and aids in achieving financial
cost saving targets for stakeholders and procurement
 Innovation – Gives Takeda access to new and innovative
products and services
 Impact – Positively contributes to our competitive advantage
and corporate sustainability goals and conveys economic and
social benefits to the communities in which we work and live
Why Supplier Diversity at Takeda?

65. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Diversity is a critical element in building an effective
workforce and also efficient supply chain.
Strategically selecting diverse suppliers helps add value and create
social benefits that support the demographics of our workforce and
customers
It is not:
A quota system, a charity or a “set-aside”
It is:
About utilizing new, under-utilized suppliers – through a proactive
program that ensures an inclusive supply chain, thereby ensuring our
supply chain expands beyond what’s traditional to include small,
woman-owned, minority-owned, LGBT, or Disabled businesses etc
Supplier Diversity – A Critical Element

66. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
 Takeda’s first Supplier Diversity Day at Takeda
November 8, 2016
– ~90 Attendees (57 suppliers, 34 business &
procurement
– 8-10 Suppliers signed up with CDA’s or under
discussion
 Recognition:
Takeda awarded 2016 Corporation of the Year by
Diversity Alliance for Science, Advocacy recognition by
DiversityPlus Magazine as one of 2016 Top 25 Women
Impacting Diversity
 On-boarded 10 new diverse suppliers as result of advocacy (approximately
1000 small and diverse suppliers are utilized globally within Takeda)
 Activated Takeda’s small/diverse supplier mentoring program
 Supplier Diversity a key component of our internal Procurement Policy and
external reporting
 Favorable payment terms provided to those small companies, compared to
large business payment terms
Takeda Example: FY16 Key Accomplishments

67. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Supplier diversity – member approaches
Takeda
• Our supplier diversity program is a reflection of our Values—Diversity, Teamwork, Commitment,
Transparency, Passion, and Innovation. These values describe who we are and the way we
conduct ourselves in our company, our community and in our business environment.
• As part of Takeda’s sustainable procurement program, the supplier diversity program allows us to
invest in the communities in which we live, work and serve by purchasing goods and services
from a diverse range of businesses. We see it as an opportunity to make a positive impact and
a way to contribute to the economic strength of those communities. This includes fostering
and maintaining relationships with small, minority or women-owned businesses. In addition,
partnering with a diverse range of suppliers provides overall value within our procurement
process and contributes to our mission by giving Takeda access to new and innovative
products and services while optimizing price, quality and availability of products and services,
and is in keeping with our overall corporate commitment to responsibility and sustainability.
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68. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Supplier diversity – member approaches
AstraZeneca
• Over the past few years, there has been a shift in our supply base away from larger global
suppliers towards smaller, more innovative ones. Driven by our business strategy to become
more science-led and innovative, we often find that small companies can be more flexible,
responsive and creative, so we see a real benefit in awarding contracts to a diverse range of
suppliers. All our suppliers must meet the same global quality and ethical standards in order to
win work with AstraZeneca, so our supplier diversity programme helps small businesses
understand our requirements and build their capabilities.
• In the US, we partner with organisations that represent small or minority-owned businesses to
provide targeted training, mentoring and coaching to their members and, where appropriate,
introduce individuals to people in our Procurement team. We also encourage small businesses to
work together to strengthen their capabilities and meet the requirements of contracts that would
otherwise be too big for them to take on alone. In other regions of the world we adopt a targeted
approach to supplier diversity taking into account the local environment as well as our own
business needs.
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69. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Supplier diversity – member approaches
J&J
• We recognize the importance of having a diverse supplier base that reflects our patients and customers
around the world. By working with small and diverse suppliers, we tap into new ideas that add value to
our businesses and provide innovative solutions to our marketing, manufacturing and research &
development efforts. Our Supplier Diversity Program helps us attract qualified small and diverse suppliers to
support our business needs.
• Our commitment to Supplier Diversity led us to establish a formal Office of Supplier Diversity in 1998 in
addition to our ongoing active outreach program. The Office is integrated into our operating companies
through Supplier Diversity leadership representatives, and also includes additional representation for our
corporate and category leadership teams.
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70. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Customer
insight
Raise profile
Member
&
supplier
benefits
Benefits for members and suppliers
70P S C I O v e r v i e w P r e s e n t a t i o n | J u n e 2 0 1 7
Common
standards
Customer
collaboration
Industry
recognition
Best
practice
sharing
Reduce
duplication
of effort

71. PHARMACEUTICAL
SUPPLY CHAIN
INITIATIVE
PSCI
Membership eligibility & types
P S C I O v e r v i e w P r e s e n t a t i o n | J u n e 2 0 1 7 71
There are two types of PSCI membership available:
All companies who manufacture medical products OR
provide materials to the pharmaceutical / biotech /
medical devices industries are eligible to become PSCI
members.
Full Membership
Designed for companies that wish to
actively participate and demonstrate
leadership.
Associate Membership
Allows companies to take a less active
role; i.e. those just starting their
responsible sourcing programmes or
those who do not have the time to
participate fully.

72. Q & A

73. Upcoming SPHS webinar
SAVE THE DATE – OCTOBER 17
Human Rights and Gender Equality in
the Global Health Supply Chains