In this episode of SCW for Pharma host Evren Ozkaya welcomes Katja Lumbar Globocnik, Head of U.S. Supply Chain at Exeltis and Xiromed, subsidiaries of Insud Pharma. Katja brings decades of experience across global pharmaceutical supply chains, from her early days in Europe with companies like Novartis and Sandoz to leading countless generic product launches at Teva in the United States.

Evren and Katja open their discussion by comparing the dynamics of large versus small-to-mid-sized pharma companies. Katja explains how larger organizations, while rich in structure and learning opportunities, can be slowed by bureaucracy. In contrast, smaller companies operate with greater agility, allowing individuals to take broader ownership of decisions and execution. This leaner environment, she notes, cultivates problem solvers.

The conversation then turns to digitalization and system maturity. Contrary to expectations, Katja argues that size doesn’t guarantee sophistication. Many large companies still rely on traditional operations, while smaller firms like Insud Pharma have adopted advanced technologies, including AI-driven analytics and automation. These tools, she explains, are transforming supply chains by accelerating decision-making, enabling real-time visibility, and automating repetitive tasks.

Evren and Katja also examine the management of operational excellence in multi-site environments. Katja sees clear value in driving OpEx globally, while acknowledging the growing trend toward regionalization. Together, they emphasize the importance of balancing standardization with local flexibility—especially as cloud-based systems make real-time benchmarking and performance tracking across sites possible.

When discussing product launches, Katja highlights the excitement and challenges of bringing generic medicines to market. Success, she says, depends on teamwork, scenario planning, and calm risk assessment—particularly in the U.S., where speed to market is critical.

Finally, the discussion circles back to digital transformation at manufacturing sites. Katja identifies alignment, investment constraints, and resistance to transparency as common barriers. Still, she believes progress is inevitable, led by plant leaders who take a holistic view, embrace visibility, and see weaknesses as opportunities for improvement.

Evren closes by asking Katja what advice she would give her younger self. Her answer is simple and powerful: “Be fearless. Learn as much as you can. Go for it until someone stops you.”