Your supply chain needs to move faster.
Continuous product launches, increasingly rapid replacement cycles, and more than 500,000 potential SKUs. In a market where traditional replenishment processes are no longer adequate, simply reordering what is missing is not enough.You need to anticipate what will be needed - before the market asks for it.
Assortment decisions can no longer rely on the past
Decision models based exclusively on historical data are no longer sufficient. Today it is necessary to:
01
Ensure assortment continuity
in a market where thousands of references change every year
02
Anticipate real warehouse demand
identifying required products before they become critical shortages
03
Reorder the right quantity at the right time
without tying up capital or losing sales
04
Manage complex procurement and dynamic pricing
through data-driven decisions, not reactive ones
What can be done?
Apply the principles of effective supply chain management in a measurable and structured way.
Most pharmaceutical wholesalers have not yet calculated what unengineered supply chain decisions truly cost them. Profiter’s implementation data consistently shows that the recoverable value represents up to one third of first-margin improvement potential, invisible today because it has never been measured.
In this context, Profiter has supported leading groups such as PHOENIX Pharma, delivering tangible improvements in forecasting, service levels, and margins across the entire supply chain.
Ensuring assortment continuity
High SKU turnover makes assortment continuity a structural challenge. This is driven by the constant introduction of:
Direct substitutes
New versions that completely replace a previous code.
Equivalents
Same function or active ingredient, different commercial positioning.
Related products
Nomenclature or data-structure relationships not always recognised by ERP systems.
If not updated in real time, the assortment quickly becomes outdated. And with it, your ability to respond to demand. You need a catalogue that synchronises with the market in real time — not afterwards.
Determining what truly belongs in your assortment
Traditional processes rely on what is already in stock.
This approach becomes problematic, especially with high turnover and new product launches:
pharmacies query digital catalogues to request products:
if a new product is not available, it is simply not requested
as a result, visibility on “missing demand” is lost and the catalogue becomes misaligned with the market
If a product is not visible in pharmacies’ digital systems, it does not exist in their orders. You need a tool that identifies which SKUs should be available, not only those already in stock
Reordering the right quantity at the right time
Once you define what to stock, the next step is understanding when and how much to order. Effective dynamic replenishment means inventory decisions must be demand-driven. Getting them wrong is costly.
Overstock / Excess inventory
Direct costs, expiry risk, slower rotation, ESG inefficiencies
Shortage / Stockouts
Lost sales, allocations, dissatisfied customers, service disruptions.
Two opposite extremes that lead to the same result: eroded margins and weakened service levels. Without an effective predictive system, oscillating between excess and shortage is inevitable — and always expensive.
Managing complex procurement and dynamic pricing
Several factors make procurement and pricing increasingly complex.
01 · MARKET VOLATILITY
The end of static price lists
Frequent changes, prices linked to availability and demand.
02 · NEGOTIATION
Complex purchasing conditions
Bundles, volume thresholds, variable conditions — a real jungle for buyers.
03 · RISK MANAGEMENT
Growing uncertainty
Uncertain lead times, uneven supplier reliability, dynamic planning needs.
04 · DOWNSTREAM MARGIN
Competitive pricing toward pharmacies
Sustainable margins and real-time availability are now critical.
Determining the “right price” is now a data-driven exercise, not an administrative one. And those who control pricing, control the market.
Evolving without disruption
The idea is simple: enhance wholesalers’ operations without changing their IT architecture. An innovation that respects established Just-in-Time (JIT) principles while overcoming the limits of traditional processes through granular forecasting.
How it works
01
Start from demand forecasting
Not from current availability. Not from historical data. Anticipate what the market will ask for, before it does.
02
Forecast defines procurement needs
Demand signals determine what needs to be purchased.
03
Demand is fulfilled more accurately
Reducing extra costs and improving margins.
Realistic forecast = assortment → sales forecast → procurement → sales → margins
CURIO: the first AI that speaks the language of pharma
Predictive precision
Generates SKU-level forecasts through demand sensing, integrating relevant endogenous and exogenous data (internal data, industry signals, seasonal patterns, trends, competitors).
Decision speed
Continuous updates on availability, costs, and demand
Vertical intelligence
Recognises direct substitutes, equivalents, regulatory impacts, and sector-specific dynamics.
Just In Time, enhanced by predictive AI
Profiter applies Just-in-Time (JIT) principles to pharmaceutical distribution, ensuring availability and service levels while minimizing capital tied up across the entire operational flow.
This is achieved through AI-driven monitoring of operational KPIs.
Availability under control
Backorder Rate
Stock coverage based on forecasted consumption
Order fulfillment continuity
Service level measurement
On Time In Full (OTIF)
Picking accuracy
Delivery punctuality
Delivery Quality
Capital
optimisation
Inventory turnover
Inventory Accuracy Gap (IAG) for physical vs accounting alignment
Inventory Discrepancy Indicator (IDI) to reduce value discrepancies
Inventory Discrepancy Management (IDM) to control inventory adjustments
The KPIs that turn JIT into a competitive advantage
Beyond operational KPIs, Profiter uses AI-driven Trade Performance Indicators (TPI) to evaluate purchasing opportunities by integrating financial, logistical, and risk management factors.
COI
Cost Opportunity Index (COI)
measures the real convenience of a purchase per day of coverage generated.
CDI
Cost of Dead Inventory (CDI)
highlights the hidden cost of overstock by integrating capital, time in stock, and devaluation risk.
ORI
Obsolescence Risk Index (ORI)
estimates the risk of stock losing value before being sold, considering lifecycle, substitutes, and price dynamics.
Turn complex data into faster, more profitable operational decisions.
Anticipate demand. Optimise inventory. Strengthen margins and competitiveness.