Regardless of your role and responsibility in the company, the Life Sciences Alliance offers you competent IT specialists for your challenges. With our many years of experience and in-depth industry expertise, we work with you to develop the right IT solution for your company or your specialist department. In the following overview, we have listed some examples of challenges faced by specialists and management that we encounter time and again in our daily project business and for which we have developed appropriate solutions based on our portfolio. Please feel free to contact us!


  • IT budget and costs in the area of conflict between disruptive innovations and technologies and increasing business requirements
  • IT compliance, GxP-compliant control, change management
  • Resource Control/Multi Project Management Intelligent Enterprise
  • High risk potential due to external attacks on business-critical content as well as uncontrolled accesses
  • Complex architectures and low transparency
  • High costs due to a multitude of non-SAP software products and isolated applications
    Enormous administrative effort and monitoring of interfaces
  • Through new business models, such as SaaS (Software as a Service), PaaS (Platform as a Service), IaaS (Infrastructure as a Service), IT costs can be scaled and greatly reduced.
    GxP services guaranteed by SAP Private Cloud Edition and LSA Validation as a Service (VaaS/MVS)
  • Relief of internal IT resources through SAP and LSA services; one central supplier and contact for IT requirements.
  • AI-powered data analytics, machine learning (ML) and robotic process automation (RPA).
  • The highest levels of security compliance are guaranteed through the cloud providers. The private cloud model has the highest security rating alongside the public cloud and the hybrid cloud.
  • We offer you solutions on topics such as cybersecurity, data integrity, access control as well as authorisation and identity management.
  • Connection of external software products on the Business Technology Platform (BTP); replacing software solutions with industry solutions from SAP and LSA; advantage: the user continues to work in the same SAP interface and does not have to change the system.
LeiterIn IT


LeiterIn QM
  • No current quality indicators, such as defect reporting, available today
  • Lack of transparency regarding quality deviations/measures and high preparation costs for upcoming audits
  • Inspection recording is still done on paper (IPC/production)
  • Lack of test equipment integration
  • No consolidated view of test equipment and its availability
  • Deficient personnel requirements planning and lack of transparency with regard to deployment location
  • Mapping of LIMS functionalities in isolated applications
  • Real-time reporting (overview of quality engineers)
  • System-supported problem-solving processes, integrated deviation/complaint management
  • Smart test result recording with mobile devices (Fiori)
  • Online data transfer including generic connection of different manufacturers via IoT adapter
  • Simplified gauge management based on our gauge monitor Resource evaluations via Fiori apps
  • Advice on new, integrative possibilities under S/4HANA Core


  • No consistency within the idea-to-market process
  • Allocating and monitoring internal resource utilisation and handling of project-specific materials in development projects
  • Weaknesses in the current integration of the LIMS or challenges in the connection within a digital transformation
  • Redundant data storage or paper-based processing due to laboratory equipment not being networked end-to-end
  • Integrated recipe development including product lifecycle costing
  • Comprehensive handling of development projects with SAP Enterprise
  • Portfolio and Project Management as well as increased cost transparency
  • Individual assessment from a process and functional perspective with regard to optimisation potentials
  • For example: support of weighing processes through scale integration via IoT adapter (manufacturer/protocol-independent)


LeiterIn RD-Medizintechnik
  • No system-supported and transparent approvals with regard to products and processes
  • Insufficient integration between development and production engineering
    Paper-based creation of the device master record, also with regard to revision statuses and document versions, therefore design changes are also not transparent
  • Media discontinuities in the design process, e.g. CAD integration
  • Complex processing for reporting device data to authorities
  • System-supported mapping of business processes in SAP as well as integrated release workflows and digital signature
  • Extended processes for handover to production
  • Flexible reporting tools, such as embedded analytics, for individual evaluation creation as well as integration into an audit-proof DMS and digital change folders
  • End-to-end product lifecycle process
  • App-supported integration through partner solution


  • No consistent capacitive production campaign planning due to lack of integration with asset management
    Weaknesses in the architecture and integration of plant complexes, e.g. with regard to plant-specific mass data or different machine protocols
  • Largely paper-based information transfer of production-relevant data, such as manufacturing instructions and control recipes from pot floor to shop floor
  • Holistic capacity planning approach taking into account all possible effects, such as shutdown and rental management and planned maintenance activities.
  • Designing an end-to-end architecture using the Digital Manufacturing Cloud as well as MII and modern blockchaining approaches
  • Digitisation of all manufacturing-relevant data via electronic exchange and user-friendly UIs


LeiterIn Produktion Diskrete Fertigung
  • Infinite planning without qualification and certification statement
  • Lack of consistency in the provision, feedback and registration of serialised components
  • High schedule uncertainty due to poor data quality and/or insufficient data model
  • No real-time KPIs, e.g. regarding process failures and deviations
  • Paper-based device history record and hardcover shift reports
  • Qualification-based, finite capacity, shift and deployment planning (HR mini-master, PP/DS, DMC REO)
  • Ensuring traceability via material provision concept and setting up multi-level installations
  • Integrative concept with regard to quality control and production to ensure optimal lead time scheduling
  • Real-time process performance, cost and error reporting with embedded analytics as well as various apps for monitoring delays within production
  • Integrated DMS in combination with flexible reporting to generate the DHR at the push of a button to reduce sustainability


  • High availability of critical systems should be ensured while at the same time reducing costs.
  • Resource and deployment planning is complex and takes a lot of time. Dynamic reaction, taking into account the necessary qualifications, is almost impossible.
  • The procurement of critical spare parts and necessary external services takes too long; the handling of existing maintenance contracts is labour-intensive and still paper-based.
  • Plant documentation, work instructions, safety information and even maintenance feedback are paper-based.
  • Effective risk management with Asset Strategy & Performance
  • Predictive and dynamic maintenance using live sensor data, Asset Intelligence Network (Digital Twin)
  • Management of qualifications and certifications as well as resources and capacity planning with S/4HANA Resource Scheduling, Work Clearance Management
    Collaboration with business partners, central data management for all assets, integration procurement
  • Central management of all information, management of change for operational changes, use of mobile applications, data glasses


  • Time-consuming search for audit-relevant information, as some of it is still in paper form, and there is no central controlling medium for handling internal quality deviations
  • Fragmented information management regarding quality deviations and resulting measures
  • Lack of data transparency, isolated processes and applications as well as time-consuming control of country-specific approvals due to unsorted presentation/filing of the corresponding legal requirements
  • No consistent presentation and transparency in the tracking of products with deviations and products brought onto the market, associated with high research efforts
  • Manual efforts for the preparation of data on the part of requirements for UDI, IDMP and/or serialisation as well as the corresponding transfer to official registration systems
  • Minimise preparation efforts through concepts for digital file structures as well as higher transparency also for internal audits through SAP Audit Management.
  • Implement integrated, centralised CAPA management including workflow support and corresponding traceability as well as visualisation of KPIs such as lead times and costs using embedded analytics or Analytics Cloud.
  • Consolidated presentation of information through the use of solutions such as Product Compliance, Information
  • Collaboration Hub for Life Sciences, Governance Risk & Compliance implemented by consultants with RA expertise.
  • End-to-end traceability of the substances and components used as well as the end products to the end user using various solutions, such as SAP Advanced Track and Trace for Pharmaceuticals.
  • Use of standard integrations of established apps and solutions from the partner ecosystem using the Business Technology Platform (BTP).


  • Time-consuming communication and manual steps with suppliers lead to increased susceptibility to errors and tie up resources.
  • Lack of transparency in the supplier life cycle
  • Media discontinuities in overall processing and lack of integration with logistics service providers
  • Uncertainties in supply and delivery chains
    High cost pressure
  • Minimise document errors through the use of collaboration platforms such as the SAP Business Network.
  • Digitally collaborate with suppliers and track common processes (such as qualification and auditing) to further develop strategic supplier relationships and comply with legal requirements (LkSG).
    Continuous, network-supported information flow to support processes such as sending drawings for audit compliance or track & trace of deliveries
  • Real-time access via the supplier network enables a quick reaction to unforeseeable events in the supply chain as well as an efficient search for alternative sources of supply.
  • A very high number of potential suppliers and manufacturers in the Ariba Supplier Network creates a high level of transparency on market supply and prices.
LeiterIn Einkauf


  • Uncertainty about the future direction of your digitalisation strategy, the establishment of new business models and rapid participation in innovations.
    Distributed data sources and the inevitable use of partially out-of-date data make modern corporate management more difficult.
  • Efforts, activities and long runtimes in the areas of cash flow calculation, monthly financial statements and group consolidation
  • Tying up company-critical resources in, for example, time-consuming regression tests with regard to the strategy for the further development of your processes and platforms.
  • Develop your individual vision-to-value road map with our experienced experts regarding the digitalisation of your company in order to secure your competitiveness in the future.
  • Create flexible analyses based on a coherent data warehouse concept in real time. Integrate data from external sources for ad-hoc analyses.
  • Significantly shortened month-end closing times thanks to a high-performance ERP, as well as a reduction in consolidation efforts thanks to SAP Group Reporting and a high level of cash flow transparency thanks to a dedicated liquidity management solution.
    Significant resource savings through automated testing and managed services free up your key users and process experts to focus on optimisation and innovation.


  • Little transparency due to inaccurate or missing inventory information.
  • No integrated container management
    Missing or insufficient stock differentiation.
    Insufficient system support for the handling of batch-managed materials.
  • Storage of narcotics according to the BtMG
    No efficient warehouse handling due to lack of mobile devices
  • Complete mapping of all logistics processes incl. connection to logistics service providers.
  • In addition, real-time stock postings, analysis apps for stock turnover, sediment, non-common materials and stock KPIs.
  • Consistent differentiation by stock type, special stock (e.g. customer stock, subcontractor stock, stock in transit, …) and batch status
  • Inventory and batch management with monitoring of expiry dates, batch traceability, batch releases down to container level
  • Fully integrated warehouse management system, definition of storage areas/storage bins as special areas for strict separation
    Use of mobile devices such as tablets, hand scanners, smart vision services (pick-by-light), pick by vision (smart glasses), AI-based smart counting


  • Complex pharmaceutical logistics; great need for temperature-controlled logistics, globally uniform processes not ensured, risks of interrupted cold chains, real-time data on location and product quality required.
  • Different data sources and inevitable use of partly out-of-date data complicate forecast planning.
  • This results in fluctuating price situations, and low forecasting capabilities regarding the sales market.
  • Uncertain calculation of the resources required for the production programme and procurement planning.
  • International conflicts, geopolitical changes, pandemics, natural disasters limit the transport possibilities by air and sea.
  • With SAP Global Track and Trace, goods can be monitored in real time throughout the entire supply chain.
  • Create flexible analyses based on a coherent data warehouse concept in real time. Integrate data from external sources for ad-hoc analyses.
  • System support through Integrated Business Planning in SAP S/4HANA
  • Easily determine the required resources through the result of Integrated Business Planning in SAP S/4HANA.
  • SAP Transportation Management helps you to drastically reduce transportation complexity.


  • Infinite planning of staff without consideration of a skills matrix.
    Lack of transparency and flexibility in material provision and feedback.
  • High schedule uncertainty for availability of semi-finished and finished products due to lack of clarity and detailed planning.
    No real time KPIs and OEEs regarding
    process disturbances, deviations and efficiency.
  • No impact analyses for shift model changes, machine occupancy planning and for capacity optimisation.
    ME system lacks integration with inventory management, quality control, resource planning, work instructions, analytics.
  • Qualification-based, finite capacity, shift and operation planning (HR mini-master, PP/DS, DMC REO).
  • Selective requesting of specific batches for production supply.
    Feedback of any kind is provided in an individually configurable production operator dashboard.
  • Ensuring availability deadlines through rapid intervention in the event of deviations in the process. Deviations in schedules, quantities, materials and quality problems are easily identifiable.
  • Real-time process performance, cost and error reporting with embedded analytics and various apps for monitoring delays within the production.
  • Capacity planning tools enable clear scheduling strategy and simulations. Adjustments to shift models are immediately visible.
  • Digital Manufacturing in SAP ensures full integration of production planning, execution, machine connections and resource planning.


  • Existing sales processes have little or no integration with finance, procurement, production and logistics.
  • Cross-company code sales can only be processed with a great deal of effort.
  • Creation of sales orders due to different input channels is not automated.
  • No creation of preliminary invoices possible.
  • No meaningful strategic analyses that provide insights into turnover and business development.
  • As sales is one of the key components of the digital core of the SAP system, all upstream and downstream processes are taken into account in the sales processes.
  • The extended cross-company-code sales process has been redesigned and optimised compared to conventional ERP systems. The processing is presented transparently, sales units and supplier plants are provided with the necessary documents.
  • Establishment of an omni-channel sales business with contactless sales order creation.
  • Order management and invoicing are fully automated.
  • The creation of preliminary invoice documents in SAP allows companies to work together on an invoice until an agreement is reached.
  • Based on real-time data, a sales manager can understand the root causes of trends in detail.


  • Their accounting is separate from the group accounting and takes place in two different technical environments.
    The legal and management view is not uniform.
  • Differences in the figures between the legal analyses such as the balance sheet, income statement and cash flow statements and the management analyses must be permanently explained.
  • Standards such as GAAP (Generally Accepted Accounting Principles) as well as IFRS and US-GAAP cannot be set up simultaneously in your accounting.
  • Dealing with different currencies is difficult to map.
  • SAP offers a technical environment that is consistent. No company data has to be transferred to another environment.
    The same value flow data is used for the legal evaluations and the internal management processes. Both requirements work with the same source, a universal journal.
  • In SAP, there are no differences any more, as analysts use the same source of data.
    The Universal Journal has been designed so that multiple ledgers can be maintained simultaneously and accounting can reflect GAAP, US-GAAP as well as IFRS standards.
  • Transactions can be managed in different currencies: Local currency, group currency, functional currency, index currency, hard currency).


Matthias Bothe

Matthias Bothe

Contact Germany, Managing Director DHC GmbH

Tel.: +49 681 / 93 666 - 0

Carsten Buri, Geschäftsführer DHC AG

Carsten Buri

Contact Switzerland and Austria Managing Director DHC AG

Tel.: +41 44 500 888 7