A leading pharmaceutical company with extensive global manufacturing operations was suffering rising manufacturing costs and squeezed margins. The company had an urgent need to change its manufacturing and supply strategy, cut costs, and realign to changes in its product portfolio and markets.  The company's network of plants had grown through merger and was no longer integrated globally.  Critical factors for this company were speed of product introduction, the ability to rapidly ramp-up volumes at drug launch, absolute security of product supply, and strict regulatory compliance. One of our people facilitated a company team in the development of a new global manufacturing and supply architecture. The aim was to achieve a substantial reduction in the number of manufacturing operations, thereby reducing cost. Site capability and roles were assessed, future plant capacities were detailed, cost impacts assessed, and revisions to the product / market supply matrix developed.  The strategy created for retained sites realigned operations as product centres of excellence, focused on different stages of the product lifecycle.  The work revealed opportunities to reduce the number of manufacturing operations by half without compromising output volumes, or security of supply