An international biotech company was looking to develop Standard Operating Procedures across it’s Pricing and Contracting functions in preparation for a RevenueManagement solution go-live. Along with developing SOP’s, the company also required advisory support to implement processes and best practices regardingMembership and Contract Notifications related to indirect channels.​

• Lack of Harmonization Across Channels: Portions of the solution are outsourced to other teams/vendors, leading to disconnect regarding roles and responsibilities for data exchanges, key handoffs and approval​
• New Business Processes: While there were existing teams responsible for contracting and pricing functions already, utilizing a new revenue management system to develop and manage contracts was new to the teams​
• Vendor Support: Insufficient vendor support increased the difficulty in scaling and implementing new solutions​
• Uncertainty of Best Practices: lack of knowledge of indirect channel best practices led to inefficiency and potential for errors​

• Readiness of the following business process areas prior to the solution go-live:​
  • Contract Setup and Amendments​
  • Price Execution and Updates​
  • Membership Management​
  • Rebates and Payments​
• Identification and prioritization of gaps for functions and processes necessary for solution go-live​
• Eased the transition of business users to the new solution due to clear and concise standard operating procedure and process flow documentation​
• Improved data exchanges and integrations with teams/vendors from outsourced portions of the solution​

Marbls developed standard operating procedures and provided best practices advisory to the company by:​

• Conducting requirements workshops to understand the current state of the company and all parties involved in the following process areas: Contract Setup and Amendments, Price Execution and Updates, Membership Management, and Rebates and Payments​
• Developing Standard Operating Procedures (SOPs) and Process Flows to ensure the end-to-end processes are clearly documented​
• Identifying potential gaps in business processes that need to be accounted for and rectified​
• Ensuring there is a clear understanding of roles and responsibilities between the company, its vendors, and all teams involved in the process areas​