At Bristol Myers Squibb, Global Patient Week stands as a pinnacle of our year-round vision to transform patients’ lives through science, bringing together our more than 32,000 employees around the world to celebrate the individuals we work each day to serve. This year, in collaboration with the patient advocacy groups we partner with, we asked a few of our Leadership Team members to share their perspectives on how the work their teams are leading impacts lives around the world.

面对现实：总体而言，药物的研究和开发非常了解。科学家正在实验室进行实验。很简单，对吗？但是，制造这些药物并将其交付给需要药物的患者的理解不足。驱动我们走向终点线的引擎在幕后。他们保持车轮的转动。我们的制造专家常常不受欢迎。

As a longtime biopharma professional, I know this full well. I started my career in the industry at Bristol Myers Squibb in 1996. I then took on positions at other firms, before returning home to the company earlier this year. Over the decades, I’ve sought to cultivate expertise in quality, compliance, strategic planning, manufacturing and supply chain operations. In the process, I’ve also attempted to forge a specialty in leadership. Chiefly, I’ve concentrated on bringing together people in our organization from across disciplines to build high-performance teams. Ideally those teams achieve state-of-the-art manufacturing and maintain the highest logistical standards. They’re also marshaled to pursue common goals, none more important than serving patients. Toward this end, the scientists and engineers within our manufacturing operation collaborate closely with the clients carrying out research and development. That linking takes a lot of ingenuity.

今天，我担任全球产品开发和供应执行副总裁是在Bristol Myers Squibb的生物制剂，小分子和细胞疗法的全球产品开发，制造业和端到端供应链中的角色。我领导一支在20多个网站上拥有9,500多人以上的全球团队。这是巨大的维度和复杂性的角色。它需要开发和生产活跃的成分和药品，然后是在世界各地提供药品的巨大挑战。

从本质上讲，我的团队的任务是将分子变成原材料，变成成品。这涉及一系列活动，无论是研究与开发发现和开发的药物，开发新颖的制造过程，订购足够的原料以满足当前的生产需求，释放满足我们严格质量标准的产品，还是将我们的成品运送到配送中心- 然后，最终对患者进行。

At every step, you can be sure, challenges abound. On any given day, anything along the supply chain can be disrupted. Any number of problems can happen. Workers call in sick. Roofs leak. Equipment fails.

相信我，最近几年显示了我们的行业中断。它使不确定性和不可预测性达到了新的水平。但是大流行也迫使我们比以往任何时候都更具创新性。我们必须发挥创造力。早期，技术人员将围绕我们的植物地板进行故障排除，只用手机拍摄照片和视频，以向工程师和其他同事展示正在发生的事情。我们迅速利用已经可用但从未部署的技术。最终，我们的工程师配备了Google眼镜。在有争议的情况下，如何最好地应对药物必不可少的食材和成分的短缺。为此，我帮助与FDA进行了谈判，以采用紧急协议，以使用替代材料，认为同样安全有效。

尽管面临持续的挑战，但我们在制造和物流方面的绩效指标还是很强大的。来吧，我们可能会努力确保我们满足患者的需求。客户服务的成功率目前徘徊在95％ - 不错，但我们始终努力100％，仍然计划将我们通常的97％恢复到98％。

我和我的团队亲自从事我们的工作。很容易陷入日常问题。但是我们每个人都每天早晨都知道我们在这里所做的一切都会对患者，家人，朋友甚至整个社区产生连锁反应。我们在这里做的很重要。我们生产并提供改善生活质量并挽救生命的药物。

同样的动机使我和其他任何人一样多。我的婆婆死于癌症，我知道我们今天所拥有的药物也会改变她的生活以及其他人的生活。

So believe me, we’re going to do what we’ve always done for patients. No matter what happens – even a pandemic – we’re going to get where we have to go.

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