At this year’s LogiPharma 2024 event, we caught up with some of the pharmaceutical supply chain sector’s leading executives to learn more about them, their analysis of the trends shaping the industry, and how their organisations are responding to the challenges ahead.
Here’s Kenneth Kallstrom, Vice President Global Healthcare Sales at DSV, with answers to some of the most pressing questions facing the global pharmaceutical supply chain.
1. Would you be able to give me a brief introduction to your role and the company you work for?
At DSV Group, we are structured into three divisions – DSV Air & Sea, DSV Road and DSV Solutions. Having three divisions allows for greater specialisation, flexibility, and customer focus. In my role as VP Global accounts, my team manages our top pharma customers for all the DSV divisions. We act as single point of contact for our customers for all DSV divisions. DSV is a a one stop solution for all their logistics and supply chain needs.
We provide and manage supply chain solutions for thousands of companies every day – from the small family run business to the large global corporation. Our reach is global, yet our presence is local and close to our customers. We have 75,000 employees in more than 80 countries who work passionately to deliver great customer experiences and high-quality services.
2. Given the global disruption faced over the past few years, what state is the pharmaceutical supply chain in today?
The distribution of Covid vaccines taught us that nothing is impossible. As long as you have the right people and flexible infrastructure processes in place, of course.
Now pharma companies design their supply chains with a focus on building more resilient, agile, and transparent systems. Companies are prioritising the diversification of suppliers and localised manufacturing to mitigate risks.
3. What are the biggest lessons supply chains have learnt over the past few years?
Just in time is possible only if you have agile, resilient supply chains as there is always some disruptions you never expect. Despite all risk mitigation there can always be disruption and one need to be prepared for the unexpected.
I see the industry is rapidly adopting digital tools like AI, blockchain, and IoT. These tools are providing better visibility, real-time monitoring, and predictive analytics.
They are helping companies optimise inventory management, traceability, and compliance with regulations. As a result, they’re building more resilient supply chains with fewer disruptions.
4. Amid government legislation and changing customer demands, is a sustainable supply chain a non-negotiable in today’s world?
Yes, as there is also pressure from consumers and companies are under pressure to make the pharmaceutical supply chain more sustainable, and companies are exploring eco-friendly packaging, reducing waste, and lowering carbon emissions throughout supply chains.
5. In what ways have you incorporated sustainability into operations?
As one of the world’s largest transport and logistics providers, DSV has a strong focus on ensuring responsible and sustainable business practices everywhere we operate. We have procured Sustainable Aviation fuel, Electric vehicles for pick ups and final mile delivery. And, we are also investing in sustainable warehouses.
Recognizing our role in the industry, we are firmly committed to playing an important role in enabling the change that is necessary to reach net-zero emissions in our industry as well as in our business. To deliver on this responsibility, we have committed to reaching net-zero emissions across our operations by 2050.
- Risk & Resilience
