Which Digital Transformation Pathway Will You Take?

Examples from leaders in CPG who worked with Veeva on Supply Chain Collaboration, Document and Data Management, and Product and Raw Material Compliance.

Which digital transformation pathway might you take?

Critical areas where functional leaders can make an impact:

1 / Supply chain collaboration

2 / Product and raw material
compliance management

3 / Document and
data management

PATHWAY IN ACTION: RECKITT

Consumer hygiene, health, and nutrition leader Reckitt is partnering with Veeva Systems to realize Reckitt’s vision for its Quality function’s digital transformation. Previously, Reckitt had over a dozen disparate quality systems within the organization and was, therefore, inefficient.

Reckitt decided to partner with Veeva Systems to develop a solution using the Veeva QualityOne quality management platform. By next year, Reckitt expects to be running over 12 key quality processes, with more than seven global integrations, on Veeva’s platform.

By adopting Veeva cloud solutions, Reckitt is establishing a modern technology infrastructure that allows people and processes to operate with agility and speed, without compromising quality and compliance. This digital transformation effort improves collaboration throughout the organization and enables greater transparency and agility.

Veeva is an excellent technology partner for us. They are agile and empower us to focus on all the right things. They’re driving the strategic thinking and inspiring and motivating us to think long- term.”

Breda Quinn, Global Transformation Quality Director, Reckitt

DIGITAL TRANSFORMATION PATHWAY 1

Supply chain collaboration

Significantly reduce supplier risk while building a compliant, cost-effective, and continuously improving supply chain.

Modern quality management and product stewardship no longer stops with the four walls of your company. The CPG value chain is now so connected that the quality failure of a supplier can be as costly as the failure of your own quality system. But traditional methods of assessing and qualifying raw materials and collaborating with suppliers on quality management processes are burdensome and time-consuming. Plus, they distract from your own team’s quality and product compliance objectives.

PATHWAY IN ACTION: GLOBAL COSMETICS COMPANY

A top-five global Beauty and Personal Care company sought to partner with Veeva to break down silos and continuously improve processes, increase collaboration, and maximize total compliance across the value chain. This meant rethinking and reshaping legacy business processes: consolidating 483,000 product registrations into a global single source of truth, streamlining registration processes, improving forecasting, and increasing compliance across 33 brands and 53 markets. Teams also needed digital solutions that could facilitate global harmonization without infringing on local and regional flexibility.

One of the benefits of Veeva’s cloud platform and regulatory application is its flexibility to adapt to meet unique business needs. In the early stages of this project, the Veeva team worked collaboratively to configure the solution to handle the scale and complexity of such an extensive global product portfolio.

The success of the initial project was capitalized upon in subsequent projects, giving the joint team the confidence and mutual trust to explore transforming other business areas. Now, Veeva’s configurable platform and applications are enabling corporate teams to establish a single source of truth for numerous departments’ global content, data, and processes. The result is significant operational improvements, cost savings, and accelerated speed to market.

DIGITAL TRANSFORMATION PATHWAY 2

Product and raw material compliance management

Accelerate time to market by flexibly adapting to changing customer and regulatory requirements.

Demand for trusted and transparent products has increased drastically. Consumers want to know how
a product might affect their health, the quality of its production processes, and the sustainability of its ingredients. Government and non-governmental organizations are responding in kind with new regulations, standards, and labels. Reducing time to market while meeting these evolving consumer preferences and shifting compliance requirements puts tremendous pressure on CPG Product Compliance teams.

“If you truly want to do compliance as a competitive advantage, as a way to enter markets faster and be first-movers, you can only really do that with technology.”

Vice President, Global Quality Center of Excellence

PATHWAY IN ACTION: GLOBAL CPG ENTERPRISE

To maintain its foundation for guaranteeing that its over 3 billion consumers consistently enjoy safe, high-quality products, a top-five global CPG company needed to ensure that its 50,000-plus employees follow standard procedures. This could be achieved only by creating a transparent, accessible, and business-enabling business-practice knowledge base.

To meet this goal, the organization deployed Veeva Document Control to every employee. By unifying all global standard operating procedures in a modern, enterprise-scale, single system of record, the CPG company was able to drive efficiency and compliance at full scale.

Employees enjoy powerful search, filter, and review tools in a system that organizes and manages content templates, versions, and lifecycles in true product and business context.

As a GxP-compliant, validation-ready system, Veeva Document Control was able to meet the standards of every business, from drug and medical device manufacturing to biocidal, household, and other consumer products. Furthermore, this company was able to unify controlled content management with critical business processes, including global change controls, complaints, audits, and regulatory compliance.

DIGITAL TRANSFORMATION PATHWAY 3

Document and data management

Capture, standardize, and centralize critical product stewardship and quality management content on a single platform.

Regulatory and Quality teams can spend nearly 50 percent of their time managing information. Much of that time is spent on non-value added activities such as finding documents, manually reentering data, or verifying information with suppliers, customers, and the business. This is because required information is scattered across spreadsheets or locked in complex transactional systems that are fragmented, inconsistent, and hard to access.

Every vision needs a leader

Digital transformation is a difficult undertaking. It is sometimes hard for CPG leaders to make the business case, which can involve large sums of money and is not guaranteed to succeed. One differentiator that drives fast-moving succeeders in the CPG industry is having senior leaders who are engaged in a vision for using new technologies to transform the business and move beyond traditional ways of working.

Determined, thoughtful leaders who understand the power of digital throughout areas like R&D, Quality, Regulatory and Product Claims, and Safety can make a real impact on the business after launching and leading a successful pilot. Functional leaders in these disciplines, who know the lay of the land, and are often in the trenches, should consider presenting their ideas for change to senior leadership. It’s important for functional leaders to have a clear vision—and supporting hypothesis—about the future and be able to articulate what needs to be done now and why. The most successful leaders will focus on an important problem and feel conviction about a partner with whom they can build a strong, long-term relationship.

The final stretch is often the most challenging

Many CPG companies have made substantial progress in digital investments like optimizing manufacturing, improving communications and collaboration, digitizing processes, centralizing systems, and training and upskilling teams to work in a more productive environment. Now, the industry may be nearing a critical stretch that organizations need to complete to manifest the opportunities that come from those investments. And in a world of lowered barriers of entry, fast followers, and agile disruptors, the final stretch is often where the winner emerges.But many of these hard-won advancements can be throttled or squandered if there are significant roadblocks in the three key areas of Quality, Regulatory, and Safety. Companies attempting to meet the demands of these disciplines with fragmented point solutions are likely to run into challenges because it’s not easy to integrate these efforts across the stack. There is a real advantage to having a single partner and a unified system that runs alongside you for the entire race.While it remains true that CPG organizations need transactional solutions to help run the business, they must also complement these with collaborative solutions that break down internal silos. Collaboration systems also accelerate the ability to get safer products to market faster and deal with modern complex consumer requirements.Everything you’ve put into place along your digital transformation journey has prepared you for the now—for the opportunity to leverage the power of digital for Quality, Regulatory, and Safety—and confidently fly past your competitors along your own digital transformation pathway.

industries.veeva.com/consumer-packaged-goods