## 4 Case Study  
This section deals with applying the described method to the case of a pharmaceutical company, whose objective was to define a new coherent industrial PMM system with the strategic vision of the organization. Therefore, a brief description of the reference company context will be provided. Subsequently, the implementation of the chosen methodology will be carried out. Figure 1: Representation of the integration of CSF-KPI and PI-KAI levels. The company under study, which will hereafter be referred to as Pharma Ltd. (based in Italy) for confidentiality reasons, is a pharmaceutical subcontractor at the end of the pharmaceutical supply chain; the core of its activities is the labelling and delivery of finished products. In order to identify the most suitable operational CSFs for its needs, Pharma S.p.A. followed the steps identified in the method, i.e., identifying requirements, priorities and trends both internal and external to the organisation. The result of this investigation is summarised in Table 2.  
The thresholds for a satisfactory assessment are set at 70% for the strategic level and 60% for the operational level. The operational level was considered with a lower target than the strategic level since, having many more factors at stake, it requires a more demanding calculation. For the evaluation of CSFs, the most significant KPIs/KRIs, shown in Table 3, were introduced from different functional areas. \begin{table}
\begin{tabular}{p{142.3 pt} p{142.3 pt}} \hline \hline
**Organizational CSFs Adopted for the Analysis** \\ \hline (1) & Care for the patient its mission is to generate products that heal people and give pride to those who work for society \\ (2) & Immediate feedback to the customer to make the business system that manages and takes care of the customer as fast and responsive as possible \\ (3) & To make the workplace as safe an environment as possible where one can perform one’s task with peace of mind and take care of one’s employees. \\ (4) & Making the supply chain reliable, secure and on time \\ (5) & Ensure that production is always excellent in terms of reliability and efficiency, thus producing finish products constantly evolving towards perfection \\ (6) & The realization of products with maximum adherence to the requirements of customers \\ \hline \hline \end{tabular}
\end{table} 
Table 2: Main CSFs identified. \begin{table}
\begin{tabular}{p{142.3 pt} p{142.3 pt} p{142.3 pt}} \hline \hline
**Area/Function/Team** & **KPI/KRI** & **KAI** \\ \hline Production & \% Batches started on time & Number of changes due to non-compliant MPs \\ \cline{3-3}  & \% Batches started on time & Number of scheduling changes \\ \cline{3-3}  & & Number of training activities delivered \\ \hline Supply Chain & \% Batches sent on time & Number of changes in frozen period \\ \cline{3-3}  & \% Batches sent on time & Number of delays due to material retrieval problems in the warehouse \\ \cline{3-3}  & & Number of training activities given \\ \cline{3-3}  & & Percentage of irregularities related to raw material \\ \cline{3-3} Quality & \% Conforming Products & Coaching activities related to specific problems \\ \cline{3-3}  & & Number of training activities provided \\ \hline \hline \end{tabular}
\begin{tabular}{p{142.3 pt} p{142.3 pt}} \hline \hline Finance & Revenues & Number of projects initiated for cost reduction \\ \cline{3-3}  & & Number of resources that have been included within the execution of optimization projects \\ \hline Finance & Costs & Total value of audit activities performed on suppliers \\ \cline{3-3}  & & Number of cost reduction projects undertaken \\ \cline{3-3}  & & Number of training activities delivered \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Most significant KPIs, KRIs and KAI considered. The main PI/RIs used in the application are instead shown in Table 4, together with their respective department.