You're a group of purchasing agents who have been contracted by Small Molecule, a pharmaceutical distribution reseller

Resource: Achieving Supply Chain Integration, Ch. 5
You're a group of purchasing agents who have been contracted by Small Molecule, a pharmaceutical distribution reseller. Small Molecule has identified a gap between purchasing and logistics. They want to compete in an emerging market but because of that gap between purchasing and logistics, they are at a significant disadvantage in the market. The gap is concerning because there may not be enough focus to align purchasing and logistics to execute the launch of a new product that is outsourced.
Apply the "Seven Actions a Supply Chain Leader Can Take Today" as outlined in Ch. 5 (page 119) to better align purchasing and logistics as a strategic advantage.
Explain each step and how they will make a difference in closing the gap between purchasing and logistics.
Write a 1,050- to 1,400-word paper that depicts each actionable item resulting from going through all seven steps.
Format your paper consistent with APA guidelines.
MY PORTION IS :#S 1 & 7 BELOW
Finally, through our research and best-in-class interviews, we have been able to define a short list of actionable steps supply chain leaders can take today to make a difference. 1.Get it on business leader scorecards. Change the business reward system and culture from “suboptimal functional goals” to “total value creation for the enterprise.” 2.Champion TVO. It is not enough to talk about use of total value of ownership with your direct reports. Personally lead the change in the supply chain. 3.Make R&D your best friend. Create a seamless technical community that is aligned on total business value creation between R&D and supply chain. New product supply chain design should be a seamless technical community deliverable. 4.Set clear expectations on the use of multidiscipline teams in analysis and decision making. 5.Champion an end-to-end and integrated supply chain organization. In the short term, align on a common direction if the purchasing and logistics teams have different leadership. Ensure that both organizations have a common supplier direction, scorecards, and rewards. 6.Build supply chain talent that includes end-to-end supply chain mastery. 7.Partner with finance. Work with finance leadership to align on how your multidiscipline teams quantify value for quality, customer service, environmental, sustainability, delivery, cost, and inventory.

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