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		10 Manufacturing Project Management



		Stephen R. Self Merck Generics Ltd. Kent, England



		I. Introduction



		233



		II. Manufacturing Philosophy



		236



		III. Many Conflicting Objectives



		237



		IV. The Changing Demands of Each Phase of Product Development



		238



		V. An Interlocking Project Structure



		244



		VI. Manufacturing Project Management Group



		246



		VII. The Technical Support Structure



		248



		VIII. Worldwide Production



		251



		IX. Summary



		252



		References



		252



		I. Introduction



		The pharmaceutical industry has faced a very changeable environment in the last ten years. A more competitive market which has been changed structurally by the influence of many more groups involved in purchasing decisions, has led to greater pressure on prices and profits. Complex development programs and the increasing costs of product development have

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