Your products and markets, made at CMOs and CDMOs. PLAIO plans demand per market, every CMO's lead times and MOQs, and shelf life per market in one plan, so a partner's constraint never becomes your stockout.
Every batch is made at a CMO, on their lead times, their minimum order quantities and their campaign slots. Demand comes from many markets, tenders and launches. When the forecast lives in spreadsheets and the CMO terms in someone's inbox, the gap shows up as a stockout in one market and a write-off in another.
A CMO with a four-month lead time and a full-batch MOQ leaves little room. Order too late and a market runs short; order to the MOQ for a slow market and part of the batch expires before it sells.
PLAIO plans every market's demand against every CMO's rules and the shelf life each market requires, sizes order suggestions to them, and shows stock projected to expire before it sells as unsellable. You see both risks while there is still time to choose.
For a virtual pharma company, supply is a set of commitments to partners. Seeing shortfalls and expiry months ahead is the lever you control.
Build each market's forecast in the Demand Builder from the ML forecast, open orders, your commercial plan or partner forecasts, with tenders and launches as overlays for the months they cover.
Each supply lane carries the CMO's lead time, MOQ, order increment, maximum order capacity and frozen period. A purchase can consume its bill of materials, so the API and packaging you supply are planned too.
Set a minimum remaining shelf life per item and location. Batches are consumed first expiry, first out, and stock too short-dated for a market stops counting as sellable there.
The Network Builder maps your CMOs, CDMOs, packagers and market warehouses and the lanes between them, so you can see where every product comes from and which rules apply on the way.
The plan runs month by month against demand, inventory, open orders and safety stock in every market, and sizes suggestions to each lane. Approved suggestions go to your ERP to become purchase orders.
When a CMO moves a delivery or a market changes its forecast, the task, its owner and the discussion sit on the plan row, and the change history records who changed the number and why.
You don't run the plants, but you answer for the service level and the write-offs. One plan across every CMO and market is how you stay ahead of both.
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