BiopharmaDelivered
A biologics campus narrowed 179 use cases to two builds.
We mapped five value streams across a biologics campus and turned 179 use cases into a ranked roadmap, with two builds approved by site leaders.
A biologics manufacturing campus
- 179use cases identified across five value streams and three production units
- 44strategic initiatives, consolidated from 124 workflows
- 16high-priority candidates, rated highest for both technical value and strategic alignment
- 2builds confirmed by the site leadership team
The situation
A large-molecule biologics campus employing more than 900 people wanted to close measurable gaps to top-decile performance.
Site leaders had benchmarked the gaps. They didn’t have an evidence-based roadmap for where digital intelligence would help, or in what order.
What we built
The work took eight months, from October 2025 to May 2026, because it covered the whole campus and ran at the pace of the site’s own benchmarking programme. We interviewed more than 20 specialists across the site, worked in its benchmarking workshops alongside its continuous improvement leads, and mapped five value streams across three production units.
The work had to be fluent in the site’s own processes: qualified person release, deviation management, electronic batch records, computerised maintenance management, freeze-dry and clean-in-place cycles, aseptic filling tolerances and multi-horizon planning.
We found 179 use cases across supply chain, quality, engineering and maintenance, sustainability and finance, and consolidated them into 124 workflows and 44 strategic initiatives.
The decision that mattered
We rated each candidate twice, for technical value and for strategic alignment, and dropped any idea that scored well on only one. In all, 16 carried the highest combined rating, and because the work ran through the site’s own benchmarking workshops, the priorities are the site’s own.
Where it stands
Site leadership confirmed two builds. One is a maintenance knowledge capture programme, carrying a directional estimate of a five per cent improvement in technical availability and a path to lift technician utilisation from 50 to 60 per cent, and on towards 75 to 80 per cent.
Each confirmed build now follows its own design, evaluation and route into production.