Biotechs focused on cell and gene therapies need support beyond the traditional outsourcing of development and manufacturing to CDMOs. These elongated “support chains” start within the healthcare system, run cells out to a CDMO for processing, and then circle back to the patient. Jason Gardner, co-founder, CEO and president of Magenta Therapeutics, believes he’s found a partner to help.
Mersana Therapeutics has a powerful weapon in its battle to combat supply-chain complexity: A collaborative partnership with Takeda’s Millennium. We’ll look at how Takeda assists this biotech in the contract development and manufacturing of drug candidates. Today more than ever, biotechs rely on this type of Bigger Pharma assistance.
This is a narrative of how a virtual biotech did everything in its power to execute on an outsourcing strategy, but still suffered a critical setback at its service provider, told be Marilyn Bruno, CEO of Aequor, Inc.
Antibody-drug conjugates (ADCs) are on the move in the regulatory approval pipeline. Time again for us to view this technology through our prism of external support systems to see what we can further learn about our industry. Luckily, we get that view through the eyes of Michael Kaufman, Senior Vice President of CMC for Cambridge, Mass-based Mersana Therapeutics.
“When you select a vendor and agree to a contract, your roles are now somewhat reversed. You were the boss before you handed out the contract, but the minute the contract is done, you lose the leverage you had. How can you maintain more control?” Here are two strategies from biotech and pharma executives.
When Boehringer Ingelheim swapped its consumer healthcare assets with Sanofi, Edgardo Rodriguez went along, too. It was like walking to the other side of the street in his beloved Buenos Aires. And his “new” job at Sanofi runs down the same road: Manage a supply chain for a European pharmaceutical company that includes dozens of CDMOs throughout Latin America.
Jens Vogel, President & CEO, BI Fremont Inc., can’t help seeing two sides to most everything associated with the development and manufacturing of biologics. For example, he says we are in an era that at the same time can be dubbed “Death of the Blockbuster” and “Return of the Blockbuster.”
The biopharma industry has been calling for more consolidation and convergence in the CRO, CDMO and CMO market. Well, we are now getting our share of it. And it is bringing on some creative deal-making, and unexpected developments. But we seem comfortable with what is transpiring. Here’s why.
"We’re there to help service providers continue to be healthy, viable businesses,” says Phil Roberts, Senior Vice President, Technical Operations, Orexigen. “I’m open to the concept that a static CDMO, is really a dead CDMO,” he concludes. But for Orexigen and its supply chain, it’s been much more of a mutually assured existence. Here’s part two of the journey.
Just like with pictures, every company tells a story. For its true grit and determination in the face of regulatory and market adversity, and its survival due to the ability to quickly establish a commercial supply chain and work with outsourcing partners, no company tells us a better story than Orexigen.