Quickly: What three technologies impact your drug development and manufacturing? How do those technologies impact your outsourcing partners, processes, and decisions? Thanks for joining today’s flash mind exercise. You’ve also joined executives on the Outsourced Pharma Editorial Advisory Board who did the same. Let’s compare.
Discerning growth opportunities (or business contractions) in the drug development and manufacturing outsourcing space is a challenging exercise. Among other things, it requires reading between the lines of various industry reports concentrating otherwise, for example on comparing commercial product sales and R&D pipelines. An “otherwise” focused report worth our attention is the EvaluatePharma World Preview 2017, Outlook to 2022.
Paraphrasing Henry Hoppe of Xenetic Bioscience, companies on the bleeding edge of innovative technology in drug development and manufacturing should treat visits to the FDA more like Socratic dialogues than stressful duels. Mark Butchko, who’s charted over a decade with Lilly, advises holding some of those dialogues during “pre-operational visits,” or POVs.
It’s halftime on 2017. Summer has officially arrived. Can you believe it? A perfect time to … add veteran industry professionals to our organization. Outsourced Pharma is pleased to announce three new Editorial Advisory Board members, from Merck, Eli Lilly, and Tunnell Consulting. Read what they have to say about our industry to this point, and our future.
Consolidate by (a) providing trusted partners more opportunity, and (b) initiating fewer new relationships except where technology-critical. Also: look for innovation at experienced providers, while the less inured work to gain your trust. So say three Biogen executives. Here are the details.
Leaders from organizations such as Lilly, Janssen, the EMA, Rutgers University and the University of Malta, gathered in a Mediterranean setting to dive into the waves of continuous manufacturing adoption and regulatory challenges for global drug development and production.
So you say you’re a specialist. And that’s probably a good thing. But consider this paradox: The best “specialists” are also solid “generalists.” I’m reminded of this contrarian concept by a recent visit to Japan, where I originally learned it, and the ongoing debate at Outsourced Pharma conferences regarding partnerships in the external supply chain.
“Capacity” for outsourcing development and manufacturing has mostly been defined by a strict calculation of how much material a facility (or facilities) can output over a period of time. Executives from companies like MedImmune and Merck tell us why, unfortunately, that definition doesn’t work anymore.
In our second part on supply chain innovation, executives at Biogen and Merck discuss the drug industry’s engagement with “instant innovation,” and a bottom up approach to cultural change.
Innovation brings risk. Pharma is risk averse. Therefore, we have less innovation than in other industries. Most likely you’ve heard it all before. But is it valid? We talk to executives from Biogen, Merck, and Sanofi Biologics to find out.
