For Virtual Pharma

Plan a supply chain you don't own

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.

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Supply chart for Cough Syrup 200ml in the Iberia market falling below safety stock, with June 2027 at 77 bottles against a safety stock of 1,500.

You own the product. Someone else makes it.

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.

Order late and a market runs dry. Order big and the batch expires.

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.

Why it matters:

For a virtual pharma company, supply is a set of commitments to partners. Seeing shortfalls and expiry months ahead is the lever you control.

Supply chart for Injectable 50ml in the Nordic market with tiles showing a 348-vial need rounded up to a 4,000-vial minimum order, of which 1,002 vials are projected to go unsellable.

What virtual pharma teams do with PLAIO

Demand Builder for Amoxicillin Suspension in the Iberia market: a market baseline, an 8% cutback and a Q4 Tender overlay for November to February.

Plan Demand per Market

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.

Supply lane rules for a CDMO: purchase lane, four-month lead time, minimum order 500, steps of 100, maximum 6,000 per order.

Model Every CMO's Rules

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.

Batches of Injectable 50ml in the Nordic market in first-expiry-first-out order; the first batch, 300 vials, is too short-dated for the market's 8-month minimum and is shown as unsellable.

Keep Shelf Life per Market

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.

How PLAIO plans a virtual supply chain

Network of vendors, CMOs, a CDMO, a packager and market warehouses, with order suggestions on the CDMO lane and a task thread about covering a tender.

Your network of partners, lane by lane

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.

Orders sized to each partner's terms

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.

Agree changes on the plan row

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.

For heads of supply

Service and write-offs, months in advance

  • Fill rate, unfulfilled demand and lost sales for each supply scenario, so S&OP compares plans on the numbers.
  • Quantity and cost of stock heading for expiry, by item, location and batch, ahead of the write-off.
  • Safety stock per item and market, as a fixed quantity or as cover that moves with demand.

Why it matters:

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.

Two service-level dashboards compared, 84.5% fill rate for the market plan and 100.0% for the Q4 plan, above the Q4 plan's projected unsellable quantity and cost.

Virtual Pharma Planning FAQ

Yes. Supply planning in PLAIO is built around purchase lanes to CMOs and CDMOs, each with its own lead time, MOQ, order increment, maximum order capacity and frozen period. You plan demand per market, inventory and shelf life across the network, and the orders you place with each partner.

Yes. Each supply lane carries its own lead time, minimum order quantity, order increment, maximum order capacity and frozen period, and a lead time can be split into processing and transfer time. Order suggestions are sized to those rules before you see them.

If a CMO shares its capacity with you, you can model its line as its own shop floor in PLAIO, with its stages, resources, downtimes and scenarios, and see whether your orders fit before you place them.

Inventory is planned by batch with its expiry date and consumed first expiry, first out. A minimum remaining shelf life can be set per item and location, so stock that is too short-dated for a market stops counting as sellable there, and the Inventory and Expiry dashboard shows the quantity and cost heading for expiry.

Yes. Add a launch or a tender as an overlay on top of a market's base forecast for the months it covers, and test it in a scenario before it becomes the active plan. Supply planning then works from the same number.

No. PLAIO plans and your ERP executes. Inventory, open orders and supply lanes come in from the ERP, and approved order suggestions go back out through the Integration API, with who approved them and when, for the ERP to turn into purchase orders.

Stay ahead of every CMO and market

We will show you demand per market, every CMO's lead times and MOQs, and the order suggestions and expiry risk they add up to, in one plan.

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Connect the Dots Across Your Planning Process

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