Bristol Myers Squibb’s Global Product Development and Supply (GPS) group operates within an exceptionally complex and high-stakes environment. The group encompasses a wide range of critical functions — including Global Supply Chain, External Manufacturing, Global Quality, Global Engineering, and Finance — all working within a matrix structure that supports dozens of manufacturing and operational sites worldwide. With hundreds of initiatives running each year across diverse geographies and functional areas, the GPS organization faced increasing pressure to manage complexity while driving continuous improvement.

One of the primary challenges was overcoming the siloed nature of its business functions. Each function pursued its own initiatives, making it difficult to prioritize and coordinate improvement projects at a global scale. Leadership also had to respond to an enterprise-wide mandate to “do more with less,” meaning teams needed to deliver greater value with fewer resources — a significant challenge given the volume and criticality of the work being undertaken.

Making investment decisions was another pain point. The organization needed much clearer visibility into how initiatives aligned with broader strategic goals to ensure resources were being allocated effectively. At the same time, understanding resource and financial capacity — particularly when assessing the impact of launching new projects or making operational changes — was a persistent struggle.

Finally, while the team had an existing Portfolio & Project Management application in place, it lacked the advanced capabilities necessary to meet the demands of such a dynamic, regulated environment. Features like robust resource planning, consolidation of ideation across sites and functions, and financial planning for programs were either missing or insufficient. As a result, GPS needed a more powerful, flexible solution to manage their portfolios with the clarity, speed, and precision required for a global biopharmaceutical leader.