1. Allergan is a global, technology-driven multi-specialty health care company pursuing therapeutic advances to help patients live life to their fullest potential. In making this commitment, they work to develop an unparalleled level of insight into patients' wants and needs, and into the priorities and concerns of the medical specialists who treat them. To this end, Allergan employs more than 50 percent of their work force in either research and development (R&D) or sales, ensuring efforts are focused on innovation and customers. Case Study: As part of their overall global strategy Allergan undertook two significant initiatives which included BIA as their primary delivery partner. The first was the migration to a shared services model and centralized platform. The second was the divestiture of their contact lens division, Ocular Sciences. As part of the shared services model, Allergan underwent a substantial supply chain transformation which resulted in the consolidation and automation of their distribution facilities. Their IT infrastructure was rebuilt from the ground up and a modern ERP application was rolled out to thousands of users. Sales force automation and advance order management were new tools delivered as part of the sustained growth initiative. But for Allergan sales are only part of the story. Just as important is their ability to research, develop and successfully test new products. Applications were implemented or developed to help Allergan retain and interpret critical and very sensitive clinical trial data. Information that has often been accumulated for decades. It’s less about how much data you have and more about what you understand. Being able to interpret customer needs, developing leading edge solutions and properly identifying when to apply those solutions is equally as important for Allergan as it is for BIA.

2. The second initiative Allergan undertook was the divestiture of their contact lens division, Ocular Sciences. Although much smaller than Allergan, Ocular Sciences was the leading brand in the contact lens division, enjoying a dominant market position. At the time of the divestiture the assets American Hydron purchased from Allergan were: brands, all inventory, all related production and delivery equipment (such as labs), the people, the software and related data. The only things missing were facilities, IT infrastructure, and a way to separate the data from the Allergan database. At the time of the deal the purchaser had assumed that they would also get the computer hardware to run their systems but Allergan needed them for their own operations. Because of the deep understanding of the business and IT environment, BIA was asked to help facilitate the transfer of assets and establish the new independent entity. To this end BIA and their Executive team developed a strategy that included site selection, renovations, IT infrastructure build, application and data segregation and process engineering. Even though the business had been in full operation prior to the sale, the new facilities would need new operational procedures for the entire supply chain process. Controls, interfaces, reporting and management procedures in general would have to be at a minimum, reworked to suite the new business. The task itself was not that complex but we only had 30 days to move out! From the first moment the pressure to re-establish was huge. Not only did we have to develop and execute a full scale extraction and relocation in 30 days but we had to do it without missing a single order. As the business was based on a high volume of small, complex orders Ocular Sciences could not afford to appear unstable or unreliable to their clients. A missed order in their business goes to the competition and typically the client would switch loyalties at that point. Using advanced project management techniques, a very experienced team and leveraging excellent industry relationships, BIA was able to not only deliver the relocation but leave Ocular Sciences with a more advanced and cost effective system than they started with. “We practically had to run out the door, but 30 days later we ended up with a much better and less expensive system.” Ray Golabuski, President, Ocular Sciences