To address these challenges, the Smart Start initiative has emerged, linking financial well-being with family planning through clear and relatable messaging that addresses the immediate needs of young couples—planning for the lives and families they envision.

Smart Start takes a community-based approach, utilizing a network of dedicated Navigators who engage with women in their localities. These Navigators provide counseling and refer interested clients to Health Extension Workers or healthcare providers within Marie Stopes International-operated clinics for comprehensive contraceptive counseling and services.

In a significant development, PSI Ethiopia has digitized the proven counseling messaging of Smart Start, expanding its reach to more adolescent girls, young women, and couples. This approach aligns with the priorities set by the Ethiopian Ministry of Health MOH and is made possible through funding from Global Affairs Canada.

The interactive and engaging digital messaging has revolutionized counseling services, enabling clients to make informed and confident decisions regarding both their finances and contraceptive choices.

Clients who received counseling with the digital Smart Start tool reported a higher understanding of their options and were more likely to choose contraception 74 percent compared to those counseled with the manual version of Smart Start 64 percent.

Navigators also found the digital tool more effective in connecting with clients, leading to higher ratings for the quality of their counseling. By December , PSI Ethiopia, working in close collaboration with the MOH, aims to reach over 50 thousand new clients by leveraging the digital counseling tool offered by Smart Start.

This innovative approach allows for greater accessibility and effectiveness in providing sexual and reproductive health services, contributing to improved reproductive health outcomes for women and couples across the country.

By: Christopher Lourenço, Deputy Director, Malaria, PSI Global. Community health workers CHWs are critical lifelines in their communities. Ensuring they have the training, support, and equipment they need is essential to keep their communities safe from malaria, especially in the hardest to reach contexts.

For example, in Mali, access to formal health services remains challenging, with four in ten people living several miles from the nearest health center, all without reliable transportation or access. In , the Ministry of Health adopted a community health strategy to reach this population.

The U. In , thousand malaria cases were recorded by CHWs ; 6. During that time, the PMI Impact Malaria project IM designed and supported two rounds of supportive supervision of CHWs in their workplaces in the IM-supported regions of Kayes and Koulikoro. This included developing and digitizing a standardized supervision checklist; and developing a methodology for selecting which CHWs to visit.

Once a long list of CHW sites had been determined as accessible to supervisors for a day trip including security reasons , the supervisors telephoned the CHWs to check when they would be available to receive a visit [as being a CHW is not a full-time job, and certain times of the year they are busy with agricultural work planting, harvesting or supporting health campaigns like mosquito net distribution].

Supervisors directly observed how CHWs performed malaria rapid diagnostic tests RDTs and administered artemisinin-based combination therapy ACT. They recorded CHW performance using the digitized checklist, interviewed community members, reviewed records, and provided on-the-spot coaching.

They also interviewed the CHWs and tried to resolve challenges they expressed, including with resupply of commodities or equipment immediately or soon afterwards. Beyond the observed interactions with patients, supervisors heard from community members that they were pleased that CHWs were able to provide essential malaria services in the community.

And the data shows the impact. Between both rounds, availability of ACT increased from 80 percent to 90 percent. Supportive supervision with interviews and observations at sites improved the basic competencies of CHWs between the first and second rounds, and additional rounds will help to understand the longer-term programmatic benefits.

By: Dr. Dorothy Balaba, Country Representative, PSI Ethiopia. This approach creates sustainable and affordable solutions, by integrating market forces and supporting businesses to grow, while creating demand at the household level.

For example, more than thousand households have invested in upgraded sanitation solutions with rapid expansion to come as the initiative scales and market growth accelerates. The Ethiopian government is now scaling the approach to all districts through various national, regional, and local institutions with requisite expertise.

To share the journey to market-based sanitation, representatives of the Ethiopian Ministry of Health and the USAID Transform WASH team took to the stage at the UN Water Conference in Building upon the success and insights gained from our work with HIV self-testing HIVST , PSI is actively applying this approach to better integrate self-care, more broadly, in the health system beginning with Hepatitis C and COVID Self-testing has emerged as a powerful tool to increase access to integrated, differentiated, and decentralized health services, accelerating prevention, care, and treatment for various diseases, while also increasing health system resilience against COVID Seven years ago, the landscape of HIV self-testing lacked global guidelines, and only the U.

High disease burdened countries in low-and-middle-income-countries LMICs lacked evidence and guidance for HIVST despite major gaps in HIV diagnosis.

However, through the groundbreaking research from the Unitaid-funded HIV Self-Testing Africa STAR initiative led by PSI, we demonstrated that HIVST is not only safe and acceptable but also cost-effective for reaching populations at high risk with limited access to conventional HIV testing.

This research played a pivotal role in informing the normative guidelines of the World Health Organization WHO and shaping policies at the country level. As a result, more than countries globally now have reported HIVST policies, with an increasing number of countries implementing and scaling up HIVST to complement and partially replace conventional testing services.

This became especially significant as nations tried to sustain HIV services amidst the disruptions caused by the COVID pandemic. By leveraging our expertise, PSI is conducting research to identify specific areas and populations where the adoption of Hepatitis C and COVID self-testing could significantly enhance testing uptake and coverage.

This research serves as the foundation for developing targeted strategies and interventions to expand access to self-testing, ensure that individuals have convenient and timely options for testing for these diseases, and are linked to care, treatment and prevention services through differentiated test and treat approaches.

Coaches are men who are not just stable on treatment but also living proudly and openly with HIV. Situated within the community and collaborating closely with clinic staff, they identify and connect with men struggling with barriers to treatment and support them in overcoming those barriers, whether that means navigating the clinic or disclosing their HIV status to their loved ones.

PSI and Matchboxology first piloted the model in with implementing partners BroadReach Healthcare and Right to Care as well as the Department of Health in three districts of South Africa. Since then, the model has been rolled out by eight implementing partners in South Africa, employing more than coaches and reaching tens of thousands of men living with HIV.

To date, the model has linked 98 percent of clients to care and retained 94 percent of them, in sharp contrast to the estimated 70 percent of men with HIV in South Africa who are currently on treatment.

We were able to uncover and support this new way forward because we had flexible funding to focus on truly understanding the community and the root barriers to PrEP adoption. By: Hoa Nguyen, Country Director, PSI Vietnam.

In late , with funding from the Patrick J. McGovern Foundation, PSI and Babylon partnered to pilot AIOI in Vietnam.

The main goal is to support people in low-income communities to make informed decisions about their health and efficiently navigate the healthcare system, while reducing the burden on the healthcare workforce.

Under our global partnership with Meta, PSI launched a digital campaign to put this innovative product in the hands of people in Vietnam.

By the end of June in the nine months since product launch , thousand people accessed the AIOI platform; 2. But for this data to be effective and useable, it needs to be available across the health system. Fast Healthcare Interoperability Resources FHIR standard provides a common, open standard that enables this data exchange.

PSI will also look to adopt and scale health workforce-facing FHIR-enabled tools, such as OpenSRP2, which will be piloted in an SRH-HIV prevention project in eSwatini in partnership with Ona by the end of When PSI conducted a review of existing disease surveillance systems in Myanmar, it identified several gaps: although the Ministry of Health had systems in place for HIV, tuberculosis, malaria and other communicable diseases, they were fragmented, with different reporting formats and reliance on paper-based reporting.

In addition, private sector case surveillance data were not routinely captured, yet private clinics and pharmacies are the dominant health service delivery channel in the country. This hindered effective disease prevention and control efforts. Building on our extensive private sector malaria surveillance work under the BMGF-funded GEMS project in the Greater Mekong Subregion, PSI implemented a case-based disease notification system using social media channels to overcome the limitations of paper-based and custom-built mobile reporting tools.

These chatbots, accessible through popular social media platforms like Facebook Messenger and Viber, proved to be user-friendly and required minimal training, maintenance, and troubleshooting. The system was implemented in more than clinics of the Sun Quality Health social franchise network as well as nearly pharmacies.

The captured information flows to a DHIS2 database used for real-time monitoring and analysis, enabling rapid detection of potential outbreaks. Local health authorities receive instant automated SMS notifications, enabling them to promptly perform case investigation and outbreak response.

In , private clinics reported 1, malaria cases through the social media chatbots, while community mobilizers working with private providers and community-based malaria volunteers reported more than 5, cases, leading to the detection of two local malaria outbreaks. Local health authorities were instantly notified, allowing them to take action to contain these surges in malaria transmission.

During the same time, pharmacies referred 1, presumptive tuberculosis cases for confirmatory testing — a third of which were diagnosed as tuberculosis and enrolled into treatment programs. By: Anya Fedorova, Country Representative, PSI Angola. The shortage of skilled health workers is widely acknowledged as a significant barrier to achieving Universal Health Coverage.

To address this challenge, PSI supported ministries of health to develop a digital ecosystem that brings together stewardship, learning, and performance management SLPM. The ecosystem enhances training, data-driven decision-making, and the efficiency of healthcare delivery.

In July , PSI Angola, alongside the Angolan digital innovation company Appy People, launched Kassai , an eLearning platform that targets public sector health workers in Angola. A partnership with UNITEL, the largest telecommunication provider in Angola, provides all public health providers in Angola free internet access to use Kassai.

Each course has pre-and post-evaluation tests to track progress of learning, too. By the end of , there were 6, unique users on the Kassai platform and 31, course enrollments. The outbreak of Ebola virus disease EVD was an emerging infectious disease EID event that did not fall within the original scope of the SNS, explained Burel.

However, the experience revealed that the DSNS has a great reach into the commercial supply chain for many of the products required to deal with this type of threat.

For instance, DSNS was asked to supply PPE for hospitals and agreed to do so, given that they would also be useful for other EIDs. They developed a tiered approach to evaluating and treating individuals for EVD, which helped hospitals to calculate needs based on the numbers of patients they would be able to treat.

SNS worked with supply-chain partners to find a better way to allocate scarce products during a specific event without entirely depleting the stocks for cases of immediate short-term need.

Burel reflected that the expanding scope of the SNS has had a positive effect in terms of being able to work with the commercial supply chain to help in these types of allocation situations, and to provide short-term assistance as needed before the regular commercial supply chain takes back over.

Based on his experiences, Burel observed that none of the historic SNS responses have yet matched pre-event planning or expectations, but planning has built in the flexibility to address the unexpected and has allowed for the most effective use of available resources, material, and commercial marketplace capabilities.

Coordination with other federal buyers allows agencies to work together with a coordinated government approach to obtain items that are needed without disrupting the entire supply chain.

Furthermore, Burel noted that the SNS expansion into all-hazards response e. As an example, he cited federal medical stations which are an important resource, but are expensive to maintain. However, he described the SNS as a good value, with costs of less than 2 cents on the dollar for all of the products they manage, inventory accuracy of almost percent, and full confidence in the safety and efficacy of products in the stockpile.

Better integration with the commercial supply chain has been fostered by working with the commercial sector to better understand its needs, noted Burel.

The DSNS continues to try to better leverage the strengths of the commercial market by, for example, using commercial and third-party logistics partners for management, storage, and transportation.

Susan E. Sherman, senior attorney, Office of the General Counsel, Department of Health and Human Services HHS provided a brief legal history of the SNS's statutory foundations.

The statutory origin of the SNS is in the Public Health Service Act, which authorized CDC and other components of the U. Public Health Service at HHS with broad authorities to assist states and localities to control communicable disease.

Beginning in , Congress began providing funding in annual appropriations to CDC for pharmaceutical stockpiling. Sherman explained that Congress can instruct agencies by means of enabling statutes to run a program or carry out a task, with the award of appropriations being tied to conditions.

In the case of the SNS, she noted, money came before an enabling statute: CDC was running the program based on the annual appropriations that it is still receiving. The first enabling statute for the SNS was the Public Health Security and Bioterrorism Preparedness Act of The SNS at that point was explicitly coordinated with the Department of Veterans Affairs VA.

The Act also specifically directs the SNS to procure smallpox vaccines and potassium iodide as part of the stockpile and includes provisions for stockpile management and security requirements; it also authorized annual appropriations. Sherman explained that the way the statute is written provides broad discretion to HHS and the Secretary; public health officials are the ones who decide what is needed, what constitutes a public health emergency, and how to protect the emergency health security of the United States.

The language is not particularly prescriptive, but does provide guidance and a standard. Shortly thereafter, the Homeland Security Act of transferred responsibility for the SNS from HHS to the Department of Homeland Security DHS , to be carried out in coordination with the Secretaries of HHS and VA; other requirements remained the same.

Sherman continued that under the Project BioShield Act , 4 responsibility for the SNS was transferred back to the Secretary of HHS to be maintained in coordination with the Secretary of DHS. The VA coordination provision was removed, and provisions for deployment authorities were added: as required by the Secretary of Homeland Security to respond to an actual or potential emergency; and at the discretion of the Secretary to respond to an actual or potential public health emergency or other situation in which deployment is necessary to protect the public health or safety.

She pointed out a common misconception that the Secretary of HHS must declare a formal health emergency to deploy the stockpile; however, this is not actually required. The SNS can respond when it determines that circumstances meet the standards written in the statute. The Project BioShield Act also enacted programs related to the stockpile MCM initiative.

She noted that a process in that statute is fairly prescriptive about what determinations need to be made by DHS and HHS in order to spend the Special Reserve Fund to buy these MCMs. She explained that exceptional authorities are also included because they are considered necessary for making it easier and faster to procure products for the stockpile.

The Project BioShield Act is also when the Emergency Use Authorization EUA was enacted for civilian purposes. Furthermore, it expands the authority for the Food and Drug Administration FDA to authorize emergency use 5 of unapproved products or approved products for unapproved uses.

Sherman explained that the Public Readiness and Emergency Preparedness PREP Act of 6 authorizes the HHS Secretary to issue a declaration to provide liability immunity except for willful misconduct 7 :. The PREP Act covers a very specific category of products, which are not limited to stockpile products.

The PREP Act Declarations can cover any activity involving the distribution and dispensing of MCMs. Similarly, she noted that the EUA is not limited to MCMs. Sherman next described the Pandemic and All-Hazards Preparedness Reauthorization Act PAHPRA of , which established that the stockpile should be maintained by the Secretary of HHS in collaboration with the CDC director and added the SNS annual review requirement.

This was when BARDA was established to fill the gap in advanced research and development. This Act enhances BARDA's authority to procure CBRN countermeasures e. This, she noted, sets up the relationship between CDC, ASPR, and several of the other agencies from a statutory perspective.

The PAHPRA, Sherman explained, was the point at which the PHEMCE Strategy and Implementation Plan SIP was codified into law. It requires ASPR to submit this plan and the associated multiyear MCM budget to Congress.

Another clause requires stockpile contents to be determined consistent with ASPR authority, with an explicit provision for an annual report to Congress, and another provision addressing the depletion and replacement of the current contents.

It further enhances CBRN procurement and advanced research and development authorities, and reauthorizes the Special Reserve Fund.

Sherman pointed to one of PAHPRA's biggest effects, the streamlining of the EUA process, which provides new expanded authorities to FDA to authorize emergency use of approved products in emergencies and products held for emergency use, allowing for easier deployment.

Frank Gottron, specialist in science and technology policy at the Congressional Research Service, examined the relationship between Congress and the SNS. To provide more direction to the statute, in Congress passed the Public Health Security and Bioterrorism Preparedness and Response Act 9 to emphasize consultation with a working group to coordinate stakeholders and establish the HHS Secretary's role in ensuring appropriate inventory, accounting, and security of the stockpile.

It was further aimed at ensuring consultation with federal, state, and local official partners with respect to special events and special needs, as well as periodic review and revision of the contents of the stockpile. SNS Appropriations millions of dollars, inflation adjusted.

SOURCE: Gottron presentation, February 4, Gottron explained how Congress's significant investment in the program has given rise to significant policy concerns since its inception. In a Senate Appropriations Report from , they asked the department to articulate a clear and coherent biosecurity strategy to the public and to Congress that is rooted in both national security needs and scientific opportunities, as well as requesting a long-term strategic plan including 5 years of funding requirements for the National Pharmaceutical Stockpile based on the results of a documented national-level threat and risk assessment.

This required estimating the cost and time needed to acquire and establish proposed MCMs and identifying the long-term costs and benefits of establishing and sustaining the production and inventory infrastructure for the stockpile and management of its inventory including stock replacement and rotation.

The same questions raised by Congress in still persist, noted Gottron. Progress has been made to address them, but they are still ongoing concerns.

Many of those issues were incorporated into the PAHPRA. Transparency in the planning and operation of the SNS is a priority for Congress, according to Gottron. PAHPRA addressed certain transparency requirements relating to the annual revision of the stockpile.

Additional reporting requirements written into the statute to improve transparency include integration with annual PHEMCE SIPs as well as the 5-year coordinated biodefense budget. More recently, Congress requested additional reports on certain supplies within the stockpile, and for future budgets to include additional information about planning for replacement and acquisition of new MCMs, for example.

PAHPRA also includes additional in-statute requirements regarding coordination with other federal agencies and nonfederal partners, although there are ongoing concerns about the process and whether the outreach has been sufficient.

In , Gottron reported that Congress called for CDC to update guidance to state and local public health officials regarding new acquisitions to the SNS and how they would be used. Gottron noted that Congress, on certain occasions, has also been interested in the inclusion of specific items in the stockpile; for example, the originating legislation specifically calls out the inclusion of potassium iodide and the smallpox vaccine.

In the intervening years there have been strong suggestions to consider including psychotropic medications, various antiviral medications, and specific medical equipment such as face masks. The protection of pediatric populations is also an ongoing concern being taking into consideration.

Also ongoing are concerns about item expiration and replacement costs; Gottron commented that Congress is particularly interested in the repurposing of soon-to-expire medications e.

Sherman explained that the HHS Secretary maintains the stockpile in collaboration with CDC, in coordination with DHS, and consistent with ASPR authorities. He or she deploys the stockpile to respond to an actual or potential public health emergency or other situations in which deployment is necessary to protect the public health or safety, and issues declarations needed for liability protections and emergency use of countermeasures.

The ASPR exercises the authorities of the HHS Secretary to coordinate the stockpile, manages the PHEMCE and multiyear budget, and oversees Project BioShield procurements and BARDA advanced research and development.

CDC manages and operates the stockpile and deploys products for specific individual conditions. It is also responsible for testing and evaluation of government programs, sharing with other federal agencies, prepositioning, and other preparedness activities.

FDA conducts regulatory oversight of products and authorizes emergency use. Phillips provided an overview of PHEMCE. Established in and led by the Office of the ASPR, it provides direction and jointly partners with the SNS. It is tasked with strategic planning surrounding MCM prioritization and support for developing, procuring, and planning for the effective use of MCMs against CBRN threats and EIDs, including influenza.

This effort involves a wide range of partnerships BARDA, CDC, FDA, National Institutes of Health [NIH], DoD, DHS, VA, and the Department of Agriculture; see Figure PHEMCE agencies, partnerships, and mission components.

Phillips commented that these partnerships have been fruitful in establishing new capabilities 10 as well as delivering 12 new MCMs to the stockpile, building a more robust interagency governance structure, and conducting 10 major portfolio reviews of MCM development by threat.

Two major studies by the Government Accountability Office have ensured the integrity of the process from beginning to end. She highlighted the SNS's integration as a core part of PHEMCE. ASPR and CDC have coordinated and integrated with respect to state and local grantees, as well as public health emergency preparedness programs and health care communities through the grant programs.

Phillips explained that the PHEMCE SIP examined response planning as a strategic goal for PHEMCE. There are ongoing joint efforts to engage with state and local agencies as well as other stakeholders and to evaluate the risk posed by emerging threats to public health, with PHEMCE providing structure and institutional support through a working group co-led by DHS and CDC.

Partnerships are focusing on the SNS's role in developing enhanced diagnostics. The network of partnerships also allows interagency partners to come together on major emerging issues when convened for other purposes.

Philips outlined some of the challenges faced by PHEMCE, including dealing with competing demands as to what the SNS is and what it should be, as well as the constantly evolving issues that are intrinsic to the entire MCM enterprise pandemics, new EIDs, CBRN threats, and its BioShield underpinnings.

Addressing these challenges, she noted, requires a balancing act between the original intent of the stockpile and these new concerns. Doing so requires multiple levels of assessment and prioritizing to inform investments and critical decisions. She further maintained that the PHEMCE model provides an opportunity to broadcast a continuous, loud, and clear message about what is being done, the progress being made, and strategies being implemented moving forward.

Box explains the public expectations around the SNS. Here are a few different types to consider. As your business acquires different types of technology like SaaS , you need resources to take care of it.

Finding a strategic technology partner will keep your operations running smoothly, with fewer disruptions and unwanted notifications.

Strategic integration involves making two separate programs work together; typically in the digital landscape. For example, a user will log into various online stores using their social media data. This saves the user time and draws them further in. Companies will also partner with payment apps to allow for easier purchasing both in the online store and through physical storefronts.

This is the most common type of strategic partnership. Not to be confused with supply partnerships, supply chain partnerships involve multiple companies working together to create a finished product.

These are manufacturers and vendors who supply a business with materials, products, and services your company needs to keep rolling. Sometimes, these partnerships can be exclusive, like giving an exclusive contract to a printer supplier for your office needs.

If you own a physical store, shelf space is sold to vendors to house their products this is often non-exclusive. This is a prime opportunity to join forces. You can think of the partnerships as one large, moving manufacturing company, with each business creating its own parts, then shipping to the next company, and then the next, until product completion.

Keep in mind, many supply chain partnerships are exclusive, as a finished product is often considered intellectual property.

They have the expertise to exclusively manage financial matters, understand regulations, and save your business from penalties. They can cover everything from taxes to stock programs and benefit plans. These partnerships are also mutually beneficial.

For instance, some businesses offer their employees benefits for banking with a specific brand; one with whom they have formed an in-house strategic partnership. In this type of strategic partnership, both entities in a related field work together to help each other find new customers.

This type of relationship is one of the keys to a world-class channel partner strategy. It works like this say you own a limo service and you have a local friend that owns a hotel. In this case, you can both refer clients to the other business, using localized, cross-marketing strategies.

The hotel can advertise limo services, and the limo drivers can suggest the hotel to new people in town. This can also happen on a larger scale. Enterprise companies like manufacturers partner with brands that sell the manufactured products, agreeing to manufacture and sell exclusively for each other.

Strategic marketing partnerships also include reseller partner programs. These help companies increase sales, build relationships, and expand their network. Resellers work to engage and motivate end users and redefine value for your brand.

Business owners need to start by conducting a lot of research on potential partners and business entities. Whether you need help with finances, marketing, or distribution, you should have a specific goal in mind. Consider these steps:.

Contact people in your network, go online, or call for references. Gather information on which companies can most likely help to meet business needs. What are the best ways to identify ideal partners? Google is a start.

Check out the reviews. Search hashtags, social media, and influencer pages.

From the Magazine July—August A version of this article appeared in the July—August issue of Harvard Business Review. HBR Learning. Accelerate your career with Harvard ManageMentor®. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune companies. Read more on Marketing or related topics Operations strategy and Operations and supply chain management.

Donald J. Bowersox , the John H. McConnell University Professor at Michigan State University, is a well-known authority on logistics management. He was a founding member and the second president of the Council of Logistics Management. Developing and validating over drug substances and drug product methods each year.

Expertise in Release Testing including API, drug product, medical devices and biologics. Comprehensive and cost-effective stability testing, study management and stability storage. Skilfully guiding you to make the right decisions at the right time. State-of-the-art laboratories with a comprehensive range of fully GMP spectroscopic equipment.

Comprehensive and flexible Biological Testing solutions. All our analytical laboratories are fully certified by the appropriate authorities FDA, MHRA, INAB, HPRA. State-of-the-art US based labs support drug substance API and drug product finished product analytics across all phases of clinical development and into commercial release.

The most comprehensive Global Clinical Supply Chain Solution in the marketplace. Global sourcing of comparator and commercial products for clinical trials. Navigating the complexities of the clinical supply chain.

Global blinding experience across a range of investigational medicinal products. Efficient, flexible and innovative global packaging solutions. Extensive global secondary clinical packaging solutions.

Changes to your clinical supply landscape require a quicker response and greater flexibility. A global distribution solution to safeguard your patients and clinical trials. All your temperature data, for all your products, in one place. Expert Qualified Persons QPs and an experienced support team for your trial.

Alignment between the digital and physical clinical trial supply chain. Unlock new efficiencies through industry-leading technology. An intuitive and logical way to manage the key components of clinical trials. From Kick-Off to Go-Live in 2 Weeks.

Add these products and services to your IRT build to increase its efficiency, compliance, and transparency. Access to industry-leading experts and clinical data integrations at your fingertips.

Our Expertise. Helping you successfully launch your orphan drug products in to the EU market. From initial artwork and pack design, to commercial packaging and serialisation. Paediatric solutions from development to commercialisation.

Supporting clients in developing their serialisation strategies to GS1 standards. A range of storage conditions and flexible distribution solutions to meet your needs.

Case study.