Sanofi Russia Sanofi

Sanofi Russia is a company in the field. pharmaceutics

History

Sanofi Corporation was formed in December 2004 by the merger of two groups of companies: Sanofi-Sintelabo and Aventis. The merger actually resulted from the purchase by Sanofi-Sintelabo SA (France) of a controlling stake in Aventis Group's Parent Company.

Sanofi has been present in Russia since 1970. Sanofi staff in Russia more than 1,500 employees.

One of the priority areas of Sanofi is the production of vaccines. Sanofi Pasteur, vaccine division.

2020: Establishment of a wholesale company in the Russian Federation - Opella Helskea

As it became known in early October 2020, the Russian representative office of the French pharmaceutical company Sanofi created a new trading company in the Russian Federation - Opella Helskea LLC. This is evidenced by the data of the Unified State Register of Legal Entities. More details here.

2019: Sanofi experience Implementation of the reporting system in IS MDLP

The purpose of the local project is to automate the reporting process in the MDL IP, including import, domestic production, organization of data exchange with 3PL and CMO.

Organization of project work in Sanofi

• Cross-functional local project involving Supply Chain, IT, Regulatory, Quality.
• Global Core Model T&T covering L1 L4 levels
• Global Core Model T&T implementation program for all production sites.
• Interaction with CMO through the global service provider.

What to pay attention to

Project Initiation:

• High priority of the project and management attention from the very beginning. Highlight the project leader's business.
• Evaluation of system criticality. The project organization, resources, timelines, and system requirements depend on this. Identify a quality IT specialist from the start.
• Breakdown of the project into waves due to a large amount of changes. This will simplify project management, requirements, and changes during the project.
• Engaging and defining areas of responsibility between all participants (3PL, CMO, service providers)

Analysis and Design Phase

• Analysis of not only functional, but also non-functional requirements (security, performance, availability, recovery management, version upgrade, etc.).
• Constant changes in requirements. Approach and control of constant changes in requirements (traceability of requirements, minimum duplication in documents, separate focus on working with documentation).
• Identify analyst (s) and methodologist in
• Additional risks and architecture bottlenecks
  • Integration with internal systems (ERP, T&T,
  • Integration with external systems (MDLP, 3PL, CMO,
  • MDLP Data Processing
  • Interaction with 3PL. A lack of understanding of 3PL processes creates additional risks for system design.

System development, testing and validation

• The combination of a classic waterfall and agile development to track progress monthly rather than six months later see that the system is not ready.
• Timely coordination and preparation of used environments and their assignments (development, test, stage, with all project participants (internal and external)
• System test planning. Tool for generating test data for load testing, for integration and E2E testing.
• Preparation for validation from the first days of the project.

Commissioning

• Transition system start-up plan.
• Define maintenance and support regulations. Define areas of responsibility and support procedures for integration modules.
• Change management process after go live