TCS managed services model helps a pharmaceutical giant optimize its IT Quality a nd Compliance services TCS assumed the

overall responsibility for a large pharmaceutical company s IT Qua lity and Compliance (Q&C) services, partnering with the in-house Q&C team to mit igate risk from potential compliance gaps and provide continual process improvem ent, in alignment with the company s future business objectives. The Customer: TCS client is a research-based, global biopharmaceutical company. T he Fortune 100 Company discovers, develops, manufactures and markets medicines f or humans and animals, as well as consumer products. Business Scenario: The company had grown through many acquisitions over the last decade, leading to multiple outsourcing contracts and several vendors managing the various systems and processes. To reduce complexity, especially in the IT Q&C services organiza tion, the company decided to move to a single-vendor, managed service model. In addition to its in-depth industry knowledge, TCS had the range of capabilitie s to deliver such a project: Experience in managed services A global delivery model Ability to provide niche domain-skilled experts as required and a service model scalable to volatile service demand / new services requirements TCS was, therefore, the logical choice of partner for this engagement. TCS Solution: Transition phase: During this phase, we transitioned the company s IT Q&C services from various existing contractors to TCS. Optimize Phase: After the as-is transition, we worked toward the optimization of t he service operations against various optimization levers to deliver immediate and short-term measurable business value, to further reduce costs. Manage Phase: In this phase, we designed a risk-based managed service model to h andle the company s IT Q&C services using our Global Network Delivery Model (GNDM ), aligning with the company s future IT Q&C roadmap. Results: By outsourcing its IT Q&C services to TCS, the pharmaceutical company has been a ble to reduce operational costs, improve efficiencies, standardize processes and gain maximum value from its IT investments. The company is now able to focus on core IT strategies and initiatives. Other key benefits include the following: A 30% cost reduction with vendor consolidation and offshore leveraging Reduction in vendor management overhead services Automation and optimization of its Q&C operations Process and service harmonization across various business portfolios A shared pool model to meet the volatile service demands Q&C service improvements and support for new interface services and processes A knowledge management program to enhance employee skills An automated delivery metrics program for effective service monitoring and track ing