ORGANISATION
INTEGRATED PHARMA OCEAN FREIGHT PROGRAM
Poseidon
Collaboration
Hub
A cloud-based platform
accessible 24-7 from
anywhere in the world
The Hub is a secure
communications
platform exclusive to the
Poseidon network
NETWORK COMMUNICATIONS
The
It
is
vital
that
Poseidon
keeps
track
of
all
dialogue
and
developments
across
its
increasingly
widely-distributed
Network
if
it
is
to
fulfil
its
collaborative
and
commercial
ambitions.
Accordingly,
the
cloud-based
Poseidon
Collaboration
Hub
has
been
put
in
place
as
the
prime
means
of
cross-partner
communication
and
dissemination
relating
to
all
Poseidon program management and non-transactional matters.
This
Hub-based
approach
is
essential
to
facilitate
network
communications,
exchange
ideas,
disseminate
news,
share
information,
access
up-to-date
documentation,
manage
projects
and
leverage
the
available
network
infrastructure.
It
also
engenders network transparency and silo breakdown which, in turn leads to mutual trust and interdependency.
In particular the Hub is used:
•
for
all
non-transactional
network
communications
amongst
Shippers,
Supply
Partners
and
other
registered
Poseidon participants.
•
for virtual meetings of the Poseidon Management Group (PMG) and other Workgroups
•
as
a
repository
of
all
the
latest
Poseidon
documentation.
(The
most
recent
document
versions
will
always
be
on the Hub.)
The
Poseidon
Hub
combines
functionality
with
ease-of
use
and
scalability.
Features
include
in-built
conference-calling,
one-to-one
messaging,
calendar
management
and
user-polling
(essential
for
PMG
decision-making).
It
can
be
accessed
from
desktop,
tablet
and
smartphone.
It
uses
secure
‘WorkSpace’
areas
where
project
teams
aka
‘WorkGroups’
work
together on specific projects. See WORKGROUPS sliding panel
POSEIDON NETWORK STRUCTURE
With
the
Poseidon
program,
true
multi-party
collaboration
is
not
a
‘bolt-on’.
The
pro
-
gram
is
being
designed
from
the
ground-up
around
best
collaborative
practices
and
seamless
integration.
The
combined
expertise
of
collaboration-savvy
supply
chain
practitioners
from
both
within
and
outside
the
pharma-logistics
sector
is
being
har
-
nessed
to
create
a
logistics
model
that
is
unique,
fit-for-purpose
and
operationally
sustainable.
The
Poseidon
Network
is
based
on
a
triple-tiered
framework
centred
on
the
pharmaceutical
manufacturer
(see
graphic
on right).
•
Tier 1 Partners - Principle Logistics Operators and Service Providers
e.g
Shipping
Lines,
Terminal
Operators,
Consolidators,
Warehousing,
Haulage,
Program
Insurer,
Booking
Platform etc.
•
Tier 2 Partners: Key Suppliers
e.g. - Monitoring Systems, Cargo Protection, Reefer Units etc.
•
Tier 3 (External) Accessory Partners
e.g. Port Authorities, Regulatory Bodies, Customs Authorities, Marketing Associates etc.
Poseidon
takes
the
form
of
a
Supply
NETWORK
(as
opposed
to
a
supply
CHAIN)
comprising
all
the
actors
involved
in
transporting
a
pharma
product.
It
is
a
pharmaco-driven
program
that
has
been
designed
from
the
ground
up
with
the
shipper,
its
logistics
companies
and
suppliers
all
seated
around
the
same
table
as
equal
partners.
A
network
Partner
Agreement
governs
the
relationships
between
all
these
parties
and
they
work
together
as
single
team
with
common
goals,
rules and performance incentives.
The
Poseidon
program
is
managed
and
administered
by
two
separate
but
closely
aligned
bodies:
the
Poseidon
Management Group and a Neutral Trustee (Team Poseidon Ltd).
The
Poseidon
Management
Group
(PMG)
is
at
the
heart
of
the
program
and
is
a
democratic
body
comprised
of
senior
representatives
from
each
of
the
participant
organisations.
This
group
is
responsible
for
the
strategic
direction
of
the
program.
Alongside
the
PMG
is
a
neutral
company
that
manages
the
day-to-day
and
operational
side
of
the
initiative
and
provides
a
'filter
&
sanitise'
function
to
facilitate
the
sharing
of
data,
the
consolidation
of
shipping
loads
and
the
sharing
of
assets.
The
presence
of
an
objective
and
impartial
co-ordinator
contributes
to
compliance
with
competition/ant-trust
law
and protects the commercial IP and other commercial sensitivities of users and providers of Poseidon services.
Neutral Trustee
CO-ORDINATING, FACILITATING, REGULATING
The
neutral
trustee,
Team
Poseidon
Limited,
works
in
conjunction
with
the
Poseidon
Management
Group
(PMG)
to
manage
and
oversee
the
Poseidon program.
As
an
independent
and
commercially
neutral
body,
Team
Poseidon
Ltd,
has
responsibility
for
guiding,
reviewing
and
stimulating
the
progress
of
the
program.
Whilst
it
is
the
responsibility
of
every
organisation
in
the
Poseidon
Network
to
work
together
to
enhance
productivity
and
effect
-
iveness,
the
Team
Poseidon
has
the
task
of
ensuring,
in
conjunction
with
the
PMG,
that
all
stakeholders
pull
together
to
achieve
the
program
goals
and objectives.
Apart
from
leading
the
program
overall,
key
responsibilities
of
the
neutral
trustee
includes
championing
the
collaborative
mission
of
the
program,
setting
network
standards,
monitoring
network
performance,
building
trust
between
the
various
parties,
developing
communications
through
-
out
the
chain
and
ensuring
the
network’s
adherence
to
the
fundamental
principles
of
the
Poseidon
program.
It
also
acts
in
an
advisory
capacity
to
the
Network,
organising
training
programs
and
workshops
and
providing
guidance
in
the
operation
and
interpretation
of
the
Poseidon
Partnering
Agreement.
Poseidon Management
Group (PMG)
GOOD GOVERNANCE, STRATEGIC DIRECTION
The
PMG
ia
a
steering
council
comprised
of
senior
representatives
from
the
different
Poseidon
partner
organisations
(Manufacturers
+
Tier
1
Suppliers + Tier 2 Suppliers).
The
PMG
oversees
the
strategic
direction
of
the
Poseidon
program
and
gives
representation
in
this
to
all
the
participant
orgaisations.
Apart
from
elected
officials,
it
is
a
single-status,
body
with
each
participating
organ
-
isation
entitled
to
one
seat
and
one
vote.
The
PMG
agrees
priorities
and
overall
strategic
orientation.
It
is
also
tasked
with
resolving
any
disputes
in
accordance
wuth
the
procedures
inherent
in
the
overarching
Poseidon
Partnering Agreement.
Key
decisions
of
the
PMG
are
generally
taken
by
consensus
although
there
are
provisions
in
place
for
stalemate
situations.
Decisions
by
the
PMG
must
be
complied
with
by
all
Network
Partners.
At
its
discretion
the
PMG
can
establish
sub-groups,
for
example
to
address
specific
issues
or
to manage specific contracts.