Abstract

Risk management is considered to be one of the main phases of project management and one of the eight main areas of the “project management body of knowledge”. The complexities involved in the drug production projects on the one hand, and the need for risk assessment and management in such projects on the other hand, make this issue completely clear. According to the risk mitigation strategies in project management and using the academic professors and experts in the field of drug production and pharmaceutical projects, the present study aimed to provide a checklist for selecting supplier in the drug production projects. This was done using the main eight and 30 secondary indicators related to the top supplier selection and four main and nine secondary indicators related to influencing environmental risks. Finally, after reviewing the statistical results obtained from the questionnaires and utilizing the TOPSIS technique, seven main indicators including “quality, flexibility, delivery, technology, information and communication systems, cost and experience” along with 24 secondary indicators were obtained relating to the top supplier selection. Also, the delivery factors group was identified as the most important group based on the Friedman test results.

Highlights

  • The pharmaceutical industry is defined as a combination of processes, operations and organizations involved in discovery, creation and production of drugs

  • According to the diversity in the pharmaceutical industry, the present study is mainly focused on the supplier selection and the factors affecting the supplier selection in the drug production projects so as to mitigate the risk involved in this regard

  • Malek Mohammad Sabbaghi, Ahmad Allahyari: A Supplier Selection Model Emphasizing the Project Risk Management in Drug Production in Pharmaceutical Industry assessed and managed the project risk by value engineering approach with the aim of utilizing the value engineering techniques in the civil projects risks management so as to improve the project value and mitigate the probable risks. They calculated the project value index in the case of implementing reactive measures to the projects risks and assessing the costs of these measures after implementing the risk management work plan based on the PMBOK standard and improving the plan in case of decreasing trend of this index through the international standard of value engineering technique (SAVE)

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Summary

INTRODUCTION

The pharmaceutical industry is defined as a combination of processes, operations and organizations involved in discovery, creation and production of drugs. Organizations in the 1960s and 1970s were always trying to increase the competitive power by standardizing and improving processes towards their customers These efforts were continued in the 1990s by developing the project management methods considering the strategic suppliers and logistic operations [1]. By increasing the supplier organization outside the main organization, the outsourcing organizations have been facing the variety of options when selecting the source of supply. Along with this issue, increasing the commercial competition in global markets has caused organizations to pay more attention to optimizing their processes in all competitive aspects including the supplier selection. The decision makers in the field of outsourcing try to select the alternative among the available suppliers which can meet all of the outsourced process needs in the best possible way [2]

Problem Statement and Research Background
Method
Risk Management in Project Management
RESEARCH METHOD
DATA ANALYSIS
10. Customization
Findings
CONCLUSION

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