Consulting Services from Körber as the foundation for success: A look behind the scenes

Stefan: I had previously worked in management in the field of software development for 20 years. After this long period, I needed a change - Körber was the perfect place for me. I was able to make optimal use of my previous knowledge but also learn something new by switching entirely to consulting. I like being able to work with so many different people to optimize the business areas of pharmaceutical companies strategically and organizationally with fitting consulting services and by minimizing their risks.

Philipp: At the beginning of my career, before the integration into the Körber brand, I had a great conversation with my former Managing Director. The corporate motto at the time was entrepreneurship and it resonated with me greatly. I am even more pleased that Körber's home for entrepreneurs is also at the forefront of its activities. I quickly became enthusiastic about the specialist area of pharmaceuticals, as this industry combines a wide variety of cutting-edge technologies - from impressive and complex machines to digital solutions that really deliver added value for society. That's something I didn't experience during my studies. And even today, you still gain new insights into such different companies and their challenges, which is simply fun.

Do you have a soft spot for problem-solving?

Stefan: Yes, you definitely need that in consulting, otherwise it doesn't work. As a consultant, you are always faced with difficult tasks. We ask critical questions, conduct research and challenge points of view in a neutral and fact-based manner in order to find the best solution for our customers in the long term.

Back to digitalization and AI: Do you help pharmaceutical companies build up this expertise so that they are better equipped for future challenges?

Stefan: This depends on the customer's wishes. We generally do train or train-the-trainer sessions with them. We try to pass on our knowledge, but many companies would rather have us assist in resolving matters. On the other hand, some companies are grateful if they can learn something new. It depends very much on the individual companies, people, and projects.

Philipp: Particularly with the many long-term projects, it is often the case where the customer has a hiring freeze and then prefers to bring in external specialists. The local manager would perhaps like to get the know-how internally, but he is not allowed to hire anyone. Above all, we are happy to pass on the knowledge.

Stefan: This could be, for example, a restructuring or the establishment of a quality management system. In practical terms, this usually involves describing the customer's processes, and in some cases also the design of these processes. We start where processes and valuable information often remain undocumented - we put them in writing. We also validate systems: This includes evaluation, risk management, testing, writing, and performing tests, primarily in the software environment, but also in the hardware environment. We apply current best practices in order to get through such procedures with as little risk as possible.

Philipp: Another challenge is the integration of MES with ERP or other systems. An important part of digitalization is that the systems must communicate with each other. Otherwise, you always enter information by hand or transfer it to paper, which can quickly lead to errors and is time-consuming. Creating the right concepts, and determining which data should flow, how and where they should be maintained - that's an issue, as is implementing the connection: How do I have to set up the recipes, i.e., the processes, in the MES so that it matches the data from the ERP? 

What is also in demand is the recipe design in the MES, i.e., getting the manufacturing or packaging processes - the subsequent manufacturer's instructions - from the process into the MES. You need to have a lot of know-how about the system to implement it. And there are only a limited number of people on the market who can do it.

Stefan: For us, working with customers is also part of our consulting service: Which adjustments make sense? Where could we improve our work? Customers don't always have this knowledge either.

Do you have a specific project example?

Philipp: One of our customers, a big pharmaceutical company, was about to introduce a new MES that already existed globally in the company with corresponding specifications. We then documented and harmonized processes for five existing product lines for this company. To do this, we used our self-developed Process Landscape tool, which is used to document processes. We also looked at how we could harmonize the processes. If you want to implement a special solution for every process, you end up with various adaptations that work for you, but most likely won't work for the neighboring company.

Philipp: Yes, ideally, we first get an insight into the company's processes. This allows us to get an idea of how work is done, which systems are used and how they communicate with each other. In the next step, we then go on-site, visit the company, and see how the people work. Afterward, we discuss with our customers whether our understanding is correct. On this basis, we can then make suggestions for possible adjustments.

Stefan: Of course, it's beneficial to have seen the whole process on-site, rather than just considering the theory. In terms of working methods, a lot has changed because of the COVID-19 pandemic: In the past, it was indeed the case that consultants were on-site three to five days a week. Today, they tend to meet occasionally, for example for kick-off meetings. But that varies greatly: some clients want to see you more, some less, but in general, remote work is accepted these days. In this respect, the image of a consultant who lives in hotel rooms has certainly changed.

What is the most surprising thing about the wide range of services from the customer's perspective?

Stefan: That's an exciting question, as Philipp and I are currently thinking about new service areas. After all, everything is constantly changing. We are also trying to predict what might be needed in two, three- or five-year time and where we are heading.

Philipp: I think it always depends on how the clients get to know us. Many of our customers have known us for many years from the MES sector. For them it may be new that we offer machine qualification since we became part of Körber because for them we are the classic MES consultants.

Does this mean that your consulting services also extend beyond the boundaries of MES and software?

Philipp: Definitely. We also have a unique agile approach to machine qualification that minimizes redundant testing and accelerates time to production, allowing companies to go into production much sooner while saving a lot of time and money.

Stefan: Machine efficiency is also often an issue when investing in new machines. The changeover often does not go as smoothly as desired, and the Overall Equipment Efficiency (OEE) is too low. This is where we come in to support pharmaceutical companies achieve maximum efficiency. We start by identifying opportunities for improvement by evaluating operational procedures, including all processes, products, and employees. We also provide support with practical implementation.

You claim to be independent of suppliers. How can we understand that?

Stefan: The best way to explain this is with two practical examples. When selecting an MES, you can perceive that we are supplier-independent, because we are not tied to one manufacturer. For example, we have also been an implementation partner of Rockwell Automation for many years and are currently expanding the business. In terms of machines, we once had a customer who was considering whether they could carry out their process with automatic inspection. The customer conducted a study on this and commissioned us to evaluate it based on certain weightings. In the end, a third-party provider was the winner and Körber came second, so the third-party provider was chosen. Of course, Körber machines have various advantages, such as the proximity between the companies mentioned earlier. But in the end, the customer must decide how important this criterion is to them - we support them 100 percent. When making recommendations, we always keep the individual customer's needs in mind, for which we select and implement the appropriate software and hardware solutions, regardless of the manufacturer.

Would you like to find out more? Visit our website, to gain a comprehensive insight into our products and services. If you have any questions or require further support, we are happy to assist you. Use our contact form or get in touch with one of our internal contacts:

Robert Köck
Head of Digital Marketing & Demand Creation

+49 175 3009939

robert.koeck@koerber.com

Dr. Sukhada Chaturvedi
International Account Manager

+49 176 1027 2057

sukhada.chaturvedi@koerber.com

We are looking forward to hearing from you.