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Merck Outsources Distribution to UPS

An article published on January
7, 2009 in Wall Street Journal reported that United Parcel Service Inc. said it
agreed to manage U.S. distribution for most of Merck & Co.'s drugs and
vaccines, and to provide package-transportation services for the company.

Merck, based in Whitehouse Station, N.J., had previously handled
distribution in-house, but decided to outsource much of the function to UPS as
part of an effort to save costs and better focus on core tasks such as drug
research, a Merck spokeswoman said. Financial terms weren't disclosed.

The deal illustrates how major drug makers are increasingly turning to
outside partners for assistance with a range of functions, from drug testing to
sales and marketing. Merck also has been striving to reduce costs, and
announced in October that it would cut an additional 7,200 positions by the end
of 2011.

For Atlanta-based UPS, the deal underscores its expansion into health-care
services, though that isn't seen as a serious competitive threat to the
wholesale-drug distribution industry. From its 2000 acquisition of Livingston
Healthcare Services, UPS has built up a network of health-care distribution
centers.

The deal comes at a tough time for shipping companies. Although high fuel
prices have receded, trucking and shipping companies face declines in orders
and sales across a range of industries. In December, UPS's investment ratings
were cut by several firms. J.P. Morgan said UPS had relatively outperformed
other transporters since the beginning of November, but it no longer expects
that outperformance to continue.

Through its unit UPS Supply Chain Solutions, UPS has taken control of two
Merck distribution centers comprising more than 200,000 square feet of space,
which provide the drug maker with temperature-controlled storage, packaging and
transportation services. Most of Merck's U.S. vaccines and pharmaceuticals go
through the two centers, located in suburban Atlanta and Reno, Nev.

UPS also plans to open two new health-care distribution centers, in Puerto
Rico and the Netherlands.

"UPS has been pushing into the health-care market pretty
aggressively as an outsourcing logistics provider over the last several
years," said Adam Fein, president of Pembroke Consulting, a pharmaceutical
supply-chain consulting firm in Philadelphia. But it isn't seen as a serious threat to the wholesale-drug distribution
industry, which is dominated by AmerisourceBergen Corp., McKesson Corp. and
Cardinal Health Inc.

Source: Loftus, Peter and Brin, Dinah Wisenberg,  “UPS Gets Merck Contract” Wall Street Journal, January 7, 2009.

2 responses to “Merck Outsources Distribution to UPS”

  1. Christopher Ruiz Avatar
    Christopher Ruiz

    A lot of pharmaceutical companies are starting to outsource a lot of their non-essential business units or business units that they do not own competitive advantages in. For example a company I used to work for, Bristol-Myers Squibb is moving back towards what made them a great company and that is research and development of drugs. They have begun cutting back on business units such as human resources and IT and begun outsourcing them. Like in this article because of the “recession” a lot of companies need to find any way possible to cut costs or to make their processes more productive and efficient. Merck did that by outsourcing distribution to UPS and BMS has done it by outsourcing IT and some Human Resource jobs. It should be interesting to see if BMS and other pharma’s follow suit and outsource their distribution as well to companies like UPS if they do not already do so.

  2. Anand Nair Avatar

    Hi Chris:
    Thanks for sharing the information about the outsourcing activities of Bristol-Myers Squibb. Outsourcing “non-core” activities is important to focus efforts and resources on core competencies. However, I think in the end it always boils down to whether a firm correctly identified an activity as “non-core” or not. With changing competitive landscape, sometime an activity that is historically considered to be “non-core” ends up being the order winner. A careful examination of the role of individual business processes and their interactions (supplementing or complementing role) with other processes, is the key to avoiding this potential competitive disadvantage.