SUPPLY CHAIN STRATEGIES

Throughout the 300 years, the pharmaceuticals industry has changed exponentially, but Haleon operates on the ethos of prioritising and improving the everyday health of the consumer.

In a landmark event, Haleon is now building a plant – in its three years as an independent organisation, it has never had the chance. Prior to that, when it was part of GSK and its other predecessors, nothing had been built for more than 25 years, according to Namrata Patel, Haleon’ s Chief Supply Chain Officer.

In June, Haleon announced it would be investing £ 175m( US $ 235m) into its first manufacturing site in Madhya Pradesh, in central India. The country is one of Haleon’ s fastest-growing markets and is a core strategic point to reaching one billion more consumers by 2030.

Empowering a local supply chain The new plant is an opportunity to boost India’ s local economy and grow its talent pool.“ I was there on site where it’ s going to be,” Namrata says.“ There were lots of local people and we’ d invited a lot of the technical colleges that are there, alongside one of the best engineering schools in the country.

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They were so excited – they are offering us space for training and trying to showcase some of their top talent.” Currently, the goal is to have the facility built by January 2028. The company works with 200 to 250 contract manufacturers at any moment in time, but Haleon wants to transform its operations towards internal staffing.

As a company, Haleon has a strong commitment to people – improving accessibility to products for the consumer, and uplifting the staff.“ I want to make sure that people come to our company and know that they can grow, develop and reach different levels if they wish to,” Namrata explains.

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