[vc_row][vc_column][vc_single_image source=”featured_image” img_size=”820×450″ alignment=”center”][vc_custom_heading source=”post_title” font_container=”tag:h2|text_align:left|line_height:40px” use_theme_fonts=”yes” text_transform=”text-transform” css=”.vc_custom_1494571793243{margin-bottom: 40px !important;}”][vc_row_inner][vc_column_inner width=”1/2″][vc_column_text]Pharm Ltd. leadership turned to Pear Business to help ensure that the core elements of their supply chain were robust and agile enough to support, rather than hinder, their continued growth.
The effort vastly improved the company’s planning and execution functions, created and implemented a new stock policy that accounted for specific SKUs and key variables, streamlined the order preparation process and reduced distribution transport times.[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/2″][stm_video style=”style_2″ url=”https://www.youtube.com/watch?v=G0dzLanYW1E” image=”3814″ height=”244″ css=”.vc_custom_1494839775538{margin-bottom: 35px !important;}”][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row][vc_column][vc_custom_heading text=”Case details” font_container=”tag:h4|font_size:20|text_align:left|line_height:24px” use_theme_fonts=”yes” text_transform=”text-transform” css=”.vc_custom_1494571844520{margin-bottom: 30px !important;}”][stm_project_details style=”style_4″][/vc_column][/vc_row][vc_row css=”.vc_custom_1501845868949{margin-bottom: 50px !important;}”][vc_column][vc_custom_heading text=”What client say” font_container=”tag:h4|font_size:20|text_align:left|line_height:24px” use_theme_fonts=”yes” text_transform=”text-transform” css=”.vc_custom_1494839851971{margin-bottom: 30px !important;}”][stm_testimonials autoscroll=”true” crop=”325″ bullets=”false” img_size=”177×175″ style=”style_2″ number=”2″][/vc_column][/vc_row][vc_row][vc_column][vc_tta_tabs active_section=”1″ css=”.vc_custom_1494580958445{margin-bottom: 0px !important;}”][vc_tta_section title=”Challenge” tab_id=”1494574155789-3d4e616a-e673″][vc_column_text]Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace. In particular, the initial state of the company’s sales and operations planning capabilities limited their ability to account for demand variability or raw material lead times in production and distribution. The work addressed three critical issues for Pharm Ltd.:[/vc_column_text][vc_column_text css=”.vc_custom_1494579821652{margin-bottom: 25px !important;}”]
The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.
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The world is always changing and we are all part of it. Yesterday’s unimaginable things are possible today. And what is impossible today can be realized tomorrow. We have the important task of bringing the future closer. And the future belongs to the creative, resourceful and dynamic people.
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We are excited about each new challenge. With our innovative ideas, we contribute to the future of technology. When we develop a new product, we first think about our customers. We anticipate their needs, respect their ideas and create a better tomorrow together with them.
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How many times have you been stopped in your tracks by a problem? You look at the problem from all sides until you think you know that problem, but it still blocks your path. For centuries people have told us that a problem cannot exist without its solution existing at the same time, but the key is looking beyond the problem so that you can see the solution. When your focus is preventing you from seeing anything but the problem, meditations which relax your mind and guide you to finding solutions change from being a luxury to being a necessity.
[/vc_column_text][/vc_tta_section][vc_tta_section title=”Result” tab_id=”1494580901898-a7e8c48c-b292″][vc_column_text]Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace. In particular, the initial state of the company’s sales and operations planning capabilities limited their ability to account for demand variability or raw material lead times in production and distribution. The work addressed three critical issues for Pharm Ltd.:[/vc_column_text][vc_column_text css=”.vc_custom_1501755148081{margin-bottom: 25px !important;}”]Here’s the key to super sales results in your coaching business. Stop selling “coaching” and find what makes your prospects jump into your shopping cart begging you for your rare coaching time slot.[/vc_column_text][/vc_tta_section][/vc_tta_tabs][/vc_column][/vc_row]
Mr. Aqeel is a successful business leader with the capacity to steer organizations to the next level, foster lasting transformation, and boost shareholder value by implementing an innovative approach to human resources. He took on this pivotal role in January 2022, having previously served as an Executive Vice President at Siemens.
With a rich background spanning over 25 years in the global engineering and technology sector, Mr. Aqeel boasts a proven track record in business turnaround, stellar performance delivery, and value creation for shareholders.
Mr. Aqeel is a graduate of the prestigious Advanced Leadership Program at Siemens Global Leadership Centre in Germany. His passion for developing and empowering talent, fostering a culture of excellence, and driving customer and stakeholder value underscores his commitment to success at SITECH and beyond.
Sohail Ismail, Group Director Internal Audit and Digitalization, is a seasoned professional with over 25 years of experience in all spectrum of business value creation including, but not limited to, Corporate Governance, Enterprise Risk Management, Sarbanes-Oxley (SOX) Act Compliance, Internal and External Audits, Due Diligence Reviews, etc. His passion for Digital technologies, dedicated leadership qualities coupled with understanding of finance and Enterprise Resource Planning offerings, has enabled him to digitalize the Corporate organizations he has worked with, in Pakistan and Middle East. He has proven himself to be Big Data Savy and implemented real-time Business Intelligence solutions in various organizations. SITECH is well positioned to deliver its vision of implementing 4.0 Industrial revolution under his leadership.
His friendly demeanor helps cultivate cordial relations with his clients and colleagues, while his commitment to excellence paves the way for his organization to attain desired corporate goals.
Mr. Syed Ali Nasir is the Group Director of Business Development at SITECH and has over three decades of experience in business development and strategic planning. With a proven track record of driving growth and profitability in highly competitive markets, he deeply understands the company’s offerings to identify and capitalize on profitable business opportunities while fostering a culture of innovation and entrepreneurship. He leads cross-functional teams to nurture sustainable, long-term growth for the organization and collaborates with leadership to shape and execute strategic plans to achieve SITECH’s long-term objectives. He manages key client relationships, builds new ones, evaluates, and selects prospective vendors, and skillfully negotiates contracts to expand SITECH’s customer base and increase revenue streams.
His friendly demeanor helps cultivate cordial relations with his clients and colleagues, while his commitment to excellence paves the way for his organization to attain desired corporate goals.
Mr. Nabeel Rafique is the Group Director Finance & Strategy and a Board Member. With an overall experience of 25 years working in prominent multinational and local companies, he holds expertise in the formulation of business strategy and implementation, business transformation, re-organization, turnaround of businesses, and project management. His significant achievements include transforming loss-making entities into profitable streams, handling multiple organizations simultaneously with multi-cultural stakeholders, deriving long and mid-term financial planning, team development, multi-billion financing and ensuring economic viability for collaboration with stakeholders.
His friendly demeanor helps cultivate cordial relations with his clients and colleagues, while his commitment to excellence paves the way for his organization to attain desired corporate goals.
Mr. Muhammad Bilal Yunus is a thorough professional and skilled leader deputed for secretarial, collaborative and governance roles of Support Industries and Technologies (SITECH). He has command, staff, and operational experience of over 30 years of service in the Army. During his career in diverse roles, he gained multi-faceted experience in functional areas, including but not limited to, human resource development, planning & training, operational and strategic planning.
His friendly demeanor helps cultivate cordial relations with his clients and colleagues, while his commitment to excellence paves the way for his organization to attain desired corporate goals.
