Supply Chain World - Fall 2017 - 80

healthcare alere
To proactively manage its supply
chain and be more efficient,
Alere is deploying automation
in its manual manufacturing
processes.

	 "These	annual	key	initiatives	are	
deployed	down	to	the	operating	
level	of	our	business,"	Gladwell	
explains.	"We	also	have	a	very	
well-defined	management	organization	who	ensure	the	delivery	
and	execution	of	those	goals	on	a	
month-to-month	basis."	
	 In	addition	to	the	company's	
goal	of	returning	$112	million	in	
annualized	savings	back	to	its	
organization,	Alere	is	also	focused	
on	managing	its	supply	chain	proactively.	"We	are	deploying	a	lot	of	
automation	in	our	manual	manufacturing	processes,	which	allows	
us	to	be	more	efficient	and	also	
provides	additional	controls	in	our	
processes,"	Gladwell	says.	"For	
example,	through	the	deployment	
of	automation	we	have	reduced	
our	operating	costs,	improved	our	
quality	control	and	ensured	we	
have	sufficient	capacity	for	our	
future	growth."
	 Alere	also	wants	to	"continually	
deploy"	lean	principles	across	its	
manufacturing	operations	to	deliver	
$8	million	in	annualized	savings	in	
2017,	and	also	expects	a	return	of	
more	than	$20	million	by	2020.	
	 The	company	is	focused	on	a	
10	percent	reduction	in	its	nearly	
15,000	suppliers,	Gladwell	adds.	
"We're	trying	to	reduce	our	overall	
supply	chain	so	it's	easier	to	
manage	and	control,"	he	explains.	
"We're	also	putting	a	lot	of	effort	
into	understanding	our	global	
Sanmina helps the world's most innovative medical companies
with product design, core technology and global manufacturing.
We've designed complex medical products including patient monitors, RF therapy systems, lighting for surgical suites, neurostimulators and many others. We provide core optical, RF and high density
interconnect technology. Our global manufacturing footprint
includes twenty ISO 13485 certified, and eight FDA registered
manufacturing facilities in the U.S., Mexico, India, China, Singapore,
Malaysia, Israel, Ireland, Sweden and other countries. For more
information visit www.sanmina.com.

80

Supply Chain World FALL 2017

carbon	footprint	and	what	actions	
we	can	take	globally	to	improve	it	
over	the	next	three	to	five	years."	
	 Alere	works	with	its	many	
suppliers	globally	across	various	
categories.	"We	want	our	products	to	be	high	quality,	but	also	
affordable,"	Gladwell	says.	"For	
that	reason	we	have	cross-functional	teams	who	work	through	
the	procurement	process."	
	 Alere's	goal	for	its	5,000	operations	employees	is	to	enact	an	
operations	development	grid	and	
training	programs.	This	will	allow	
its	people	not	only	to	understand	
how,	but	also	know	what	they	need	
to	do	to	progress	through	the	company's	operations.	

A Critical Role
Alere's	employees	are	the	most	
important	part	of	its	five-year	initiative,	according	to	Gladwell.	

	 "Our	No.	1	strategy	centers	
on	our	people,"	he	says.	"Our	
vision	is	to	be	the	benchmark	for	
operational	excellence.	In	order	to	
achieve	that	vision	we	knew	that	
people	would	have	to	be	at	the	
forefront	of	it.	
	 "However,	we	wanted	to	create	
the	right	environment	for	them	to	
work	and	perform,"	he	adds.	"We	
also	wanted	to	create	the	right	
processes,	and	we	wanted	to	make	
products	that	we	are	proud	to	
deliver	to	our	customers."
	 With	that	in	mind,	Gladwell	
notes	that	Alere's	employee	training	programs	are	very	comprehensive.	"Our	new	employees	are	
introduced	to	our	manufacturing	
processes	and	go	through	extensive	training	that	depend	upon	
each	particular	product	that	they	
are	manufacturing,"	he	explains.	
"Completion	of	training	can	take	



Table of Contents for the Digital Edition of Supply Chain World - Fall 2017

Contents
Supply Chain World - Fall 2017 - Cover1
Supply Chain World - Fall 2017 - Cover2
Supply Chain World - Fall 2017 - 1
Supply Chain World - Fall 2017 - Contents
Supply Chain World - Fall 2017 - 3
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