What if your network could answer “what if?” in hours, not weeks?

Living Network Models in Life Sciences

Supply chain decision-making needs to catch up with disruption

What happens when a critical supplier fails, manufacturing capacity becomes unavailable or new tariffs change your distribution economics? As disruption has become constant, decisions must become faster and more frequent. Can your organization evaluate alternative scenarios within hours, or does it take weeks (or even months) to collect data, build models and assess the consequences?

For life sciences companies, this distinction is becoming increasingly important. Complex global supplier networks, strict regulatory requirements and changing market conditions demand faster and better-informed decisions. Yet many organizations still rely on periodic network studies, spreadsheets and fragmented data sources. Project Director Reitze de Graaf: ‘Networks for Life Sciences are becoming more complex, need faster answers and scenario questions appear more frequent. Waiting for clarity is no longer an option’.

In a recent 45 minute executive webinar BCI Global shared the opportunity to move from one-off network studies towards an always-on supply chain decision capability, supported by a Living Network Model. In that session 3 critical questions are detailed further: Why must network design become always on? How does a Living Network Model Work? And, How do you get started? Here you can request access to the complete webinar presentation:  Always ON: Faster supply chain decisions for life sciences.

The key take-aways from the executive webinar are mentioned below.

A Living Network Model is a dynamic, end-to-end digital replica of your physical supply chain. Synced with real-time data and advanced analytics, it lets leadership stress-test “what-if” scenarios in a risk-free environment. Such a model can answer questions like ‘What if a key API supplier fails?’, ‘What if tariffs on pharma imports change?’, and ‘What if demand for a launch product doubles?’.

Better scenario modeling is the #1 missing capability in a disruption

The 2026 Supply Chain Design & Resilience Survey by Optilogic and Supply Chain Media highlights four important findings:

•  29% identified better scenario modeling as the capability that would have made the biggest difference during their most significant disruption.
• 80% still approach network design as a periodic, project-based or reactive activity rather than a continuously embedded capability.
• 57% require between one and six weeks to evaluate a major network scenario, while only around one in five can respond within days or hours, the rest decide late or on gut feel.
• 67% still rely on spreadsheets for supply chain modeling and design. Only 10% relay on a digital twin technology.

These findings expose a fundamental mismatch. Companies need to make decisions within days, but their analytical capabilities often require weeks.

From static network studies to continuous decision support

A Living Network Model addresses this gap by connecting supply chain data, network optimization and scenario analysis into a continuously updated decision environment.

Instead of rebuilding models for every new question, organizations can evaluate alternative sourcing configurations, manufacturing capacity, inventory allocations, transportation flows and tariff exposure using an established network model.

For life sciences companies, regulatory constraints, qualified suppliers and approved distribution lanes must be incorporated to ensure realistic, actionable outcomes.

The objective is not to replace existing ERP or planning systems, but to strengthen strategic and tactical decision-making, including S&OP and integrated business planning.

Reitze the Graaf: ‘80% of supply chain value is driven by strategic design decisions — most lifecycle costs are locked in at the start. Tactical and operational decisions account for the remaining ~20%’. The focus is on creating a Living Network Model for Logistics to have an always ON model for strategic network design and/or S&OP planning. The functional specs of the Living Network model drive the level of detail and complexity of the subsequent modelling phase and data needs. BCI uses a workshop approach to clarify the requirements for the Living Network model for clients to avoid boiling the ocean and creating too complex models.

The data paradox

Always on models require data and periodical updates to refresh data. Data can be a challenge given many ERP instances, not all SC data covered in ERP or APS systems but scattered across the enterprise let alone upstream or downstream data points that your company does not possess. Yet the data component can be solved according to Consultant, Ishani Bharadwaj by means of putting in place structured data layers and focussing on what data is available and can be obtained:

• A data layer covering a data lake, ERP, OMS, TMS, MDM, Finance systems and alike
• External inputs – risk intelligence scaping tools, duties and taxes databases, market intelligence, supplier data, customer data etc
• ETL layer (Extract Transform Load) – connecting and cleaning the data of various systems into the Always On Model

How to get started?

Managing Partner Patrick Haex ‘Start small, build a proof of concept in a functional domain, then expand your model in to an end to end model with more details’. As a result, he recommends a pragmatic three-step approach:

1   Define the decisions you would like to make or questions leadership is asking you. Identify the critical business questions, planning horizons and network scope. Focus on where faster decisions can create the greatest value. For instance internal planning allocation decisions or tier 1 or tier 2 upstream capacity and material management decisions. Both elements require a different data and model set up.

2   Build and run. Establish the data connections for periodical refresh, develop a reliable baseline and test priority scenarios. Start with available data rather than waiting for perfect information.

3   Hand over & maintain. Train client staff, integrate scenario modeling into regular planning processes like a S&OP or IBP process, establish clear ownership and gradually expand coverage across suppliers, manufacturing and distribution.

Companies can operate these capabilities internally or adopt a hybrid model supported by external specialists. Patrick Haex: ‘The key take away is to understand what are the things you want to model in order not to boil the ocean and determine what kind of data is really needed in order to set the model up’.

Make network design a permanent capability

Three things to remember:

1. Disruption is constant: only 18% can evaluate a major network scenario within days.
2. Make design a capability
3. Start with the key questions and vulnerabilities: a workshop on functional specs leads to a right-sized Living Network Model.

For life sciences leaders, the next step is not a large-scale technology program. It is a focused discussion about which decisions need to improve, which scope and level of granularity is needed,  what data is required and where to begin.

BCI Global helps organizations translate these questions into practical Living Network Models, building a foundation for faster, more resilient and better-informed supply chain decisions.