PHOENIX Belgium:  Operational excellence in the service of healthcare

Behind the scenes of healthcare, pharmaceutical logistics plays a critical role. Every movement, every order, and every transfer of medication must be executed with absolute precision. From the laboratory to the patient, the supply chain forms a living, complex, and highly sensitive system, where the smallest failure can have immediate repercussions on the availability of treatments.

Given this reality, industry players must balance two often conflicting demands: speed and accuracy. Volumes are increasing, flows are diversifying, and regulatory requirements are becoming more stringent. In this context, to ensure service continuity, it is necessary not only to have efficient infrastructure, but also a perfectly synchronized organization and teams capable of acting with method, coordination, and agility. It is this dual requirement, both human and technical, that defines operational excellence in the pharmaceutical supply chain today.

A unique network to ensure access to care anytime and anywhere

The PHOENIX Group a European leader in pharmaceutical distribution, connects laboratories, healthcare professionals, and patients every day through an integrated and efficient network.

The company covers the entire distribution chain, from pre-wholesale to patient dispensing. In this context, Cophana, a logistics partner that is part of the Belgian division of the PHOENIX group, handles the receipt, storage, and redistribution of medicines for major pharmaceutical laboratories. In addition, it provides a full range of additional services – co-packing, distribution in compliance with Good Manufacturing Practices (GMP), and integrated management of financial flows. Through PHOENIX Pharma Belgium – which has six distribution centers and more than 550 employees — the group ensures the daily availability of medications in more than 4,000 pharmacies across the country.

The group also relies on a strong local network: BENU pharmacies, true partners in healthcare, with more than 100 points of sale in Belgium, as well as the Pharmactiv and Sofiadis groups, which support independent pharmacists in their daily management and in their pharmaceutical cooperation initiatives. Finally, the Mint entity provides healthcare institutions (hospitals, nursing homes, specialized centers) with comprehensive pharmaceutical solutions that combine medications, medical devices, and digitalized services.

Thanks to this integrated organization and strong partnerships with healthcare stakeholders, PHOENIX Belgium ensures smooth, reliable, and continuous access to treatments. Its mission, simple yet essential, summarizes its commitment: We Deliver Health.

Turning operational challenges into levers for progress

Before the project was launched, PHOENIX Belgium already had an established logistics network and experienced teams. However, in an environment as demanding as pharmaceutical distribution, performance relies on continuous process improvement. The company, therefore, undertook an in-depth analysis of its operations to identify the main levers of efficiency and collaboration.

Figure 1 – Example of a visual board used by PHOENIX Belgium teams

This approach made it possible to highlight several high-impact improvement opportunities, which became the project’s priority focus areas:

1. Optimization of box utilization rate

The first area for improvement concerned the packing of the boxes used for deliveries. These were not being used to their full capacity, which unnecessarily increased the number of boxes transported to pharmacies.

This situation placed a heavier logistical burden on distributors and led to an inefficient use of available resources. The team identified an immediate opportunity in this process to improve efficiency and sustainability.

“Our boxes were not full enough, which meant that distributors had to carry many boxes with them to transport to customers.”  – Arnaud Boderi, Unit Director

Figura 2 – Membro da equipa logística

2. Reorganization of receiving and storage areas

At several facilities, the receiving areas presented opportunities for improvement in terms of flow and ergonomics. The existing layouts sometimes hindered operational efficiency and increased the time required to process goods.

The goal was to rethink these spaces in order to optimize circulation, reduce unnecessary movement, and improve employees’ working conditions.

3. Communication and coordination between departments

At the organizational level, communication between departments lacked structure, and information was often exchanged informally, which could lead to wasted time and misunderstandings. This situation offered a clear opportunity: to establish daily communication routines and regular synchronization points to align priorities and streamline decision-making.

“Daily meetings, I’ll say it again, are really important for letting teams know how their day will unfold, how the previous day went, why we achieved a certain KPI the day before, what happened, and what we should work on to improve.”  – Arnaud Boderi, Unit Director

4. Performance monitoring and visibility

Performance indicators were not always visible or shared with the entire team, which limited the ability to respond to observed discrepancies. The implementation of visual management and structured KPI tracking was identified as an essential step to strengthen transparency and everyone’s engagement in daily results.

5. Standardization and consistency of practices

The diversity of sites and services led to a wide variety of working methods. This variability offered significant room for improvement: harmonizing practices, formalizing standards, and strengthening consistency across teams.

“We used to do many things out of habit, from experience, etc. And here, kaizen brought a structure that allows us to have more visibility and consistency.” – Abdel Magaz, Team Leader

Structure, visualize, engage: The keys to sustainable transformation

To address these challenges and strengthen, over the long term, the performance of its network, PHOENIX Belgium launched a structured continuous improvement approach in collaboration with the Kaizen Institute.

The goal was clear: to create a more fluid, standardized, and responsive organization, capable of supporting growth while ensuring service reliability. This approach translated into the implementation of a set of specific actions, deployed across different sites and adapted to the operational realities of each one.

1. Improving box utilization rate

The first workshop focused on improving the fill rate of boxes used in deliveries, to reduce the total number of boxes transported and increase logistics productivity. By adjusting preparation standards and raising team awareness of more efficient space utilization, PHOENIX Belgium was able to make better use of each shipment and simplify distribution routes.

Figure 3 – Visual tracking of the box fill rate

2. Redefinition of receiving and storage areas

A second improvement area focused on reorganizing receiving and storage areas to optimize flow and strengthen operational efficiency. The layout was redesigned to reduce unnecessary movement, improve ergonomics, and streamline the receiving of goods.

Figure 4 – Example of the new layout to improve efficiency

3. Optimization of inventory management

Teams also worked on inventory organization, with the objective of better balancing the distribution of products between storage areas and boxes ready for shipment. This effort helped improve the distribution of products, speed up inventory turnover, and enhance product availability.

4. Implementation of structured daily management

To consolidate the improvement dynamic, daily meetings were established across all departments. These moments make it possible to monitor key indicators, share successes, and discuss the day’s priorities, thus becoming a central hub for communication and coordination.

“And KPI boards allow us to see how our performance is evolving, whether we are progressing or declining in our statistics.”  – Philiz Kucuk, Customer Service

Figure 5 – Daily team meeting

5. Introduction of visual management and performance tracking

PHOENIX Belgium implemented visual boards and management monitors to make performance visible and accessible to everyone. These tools promote transparency, accountability, and the ability to respond to deviations.

“We learned to visualize our daily performance thanks to tracking boards and visual management monitors.” – Marc de Meulemeester, Director of Distribution Operations

Figure 6 – Daily meeting of PHOENIX Belgium’s teams

6. Team development and consolidation of the Kaizen Culture

Finally, a thorough effort was made to develop skills and foster a shared culture of continuous improvement. Employees learned to identify waste, solve problems in a structured way, and propose practical solutions. This upskilling strengthened cohesion and the collective ability to drive performance.

Figure 7 – Lean principles at the core of PHOENIX Belgium’s culture

Measured performance, a consolidated culture

After one year of collaboration, the approach implemented at PHOENIX Belgium generated tangible results, both at the operational and human levels. Teams observed a significant improvement in process flow, better coordination between departments, and a strengthened collective dynamic in terms of daily performance.

Quantitative results

The actions carried out made it possible to achieve measurable gains across several key indicators:

• + 33 % increase in volume per container, reflecting better utilization of box capacity.
• – 25 % reduction in the number of containers delivered to pharmacies, which reduced transported volumes and associated logistics costs.
• + 15 % increase in national-level flow productivity, supported by a more streamlined organization and enhanced coordination.
• Optimization of supply quantities and reduction of inbound flow, thanks to more precise inventory management and operational priorities.

These results demonstrate an improvement in overall efficiency and a significant reduction in waste and low-value-added tasks.

Qualitative results

Beyond the numbers, this initiative radically transformed the way of working. Daily meetings established a regular and structured communication rhythm, allowing everyone to better understand objectives and results, while the visual tools implemented brought greater transparency and responsiveness in performance management.

Teams also highlight a strengthened sense of cohesion and collective responsibility. By sharing the same standards and relying on a common methodology, employees gained autonomy and confidence.

“We also challenged the status quo. This approach led to greater commitment and motivation on everyone’s part and fostered a truly multidisciplinary approach in which each team contributes to the collective performance.”  – Marc de Meulemeester, Director of Distribution Operationsulemeester, Director of Distribution Operations

This cultural evolution is one of the project’s main outcomes: performance is no longer just an objective, but a daily practice embraced by all employees.

A recognized transformation, working toward a more seamless and reliable healthcare system

One year into the project, PHOENIX Belgium stands out as a more structured, more aligned, and more collaborative organization. By combining operational rigor with human commitment, the company transformed how it operates while strengthening the reliability of its supply chain. The measurable gains achieved demonstrate significant progress, but it is above all the collective maturity that marks continuous evolution.

The Kaizen approach made it possible to create a new dynamic: each team now takes ownership of results, acts on deviations, and contributes to the continuous improvement of processes.

This shared culture creates the conditions for sustained performance over time and prepares the company to face future challenges in the pharmaceutical sector.

“On a personal level, this past year of kaizen brought structure to daily work.”  – Abdel Magaz, Team Leader

The success of the project led PHOENIX Belgium to be nominated for the Kaizen Awards France, a recognition that highlights the integration of a continuous improvement culture at the core of its operations and the mobilization of all employees toward a shared performance vision.

By consolidating its processes and fostering employee autonomy, PHOENIX Belgium illustrates how the pursuit of operational excellence can serve as a lever of trust and reliability in the service of healthcare. True to its mission, the company maintains its commitment with the same ambition: We Deliver Health – anytime and anywhere.