ARTICLES BY LOUIS
CDMOs have facility utilization and operating profits. Biotechs have burn rates and investors. Pharma has budgets and profitability. The state of the economy affects all of these. In the past, we’ve seen outsourcing behaviors change acutely during economic downturns. Here's part one in a series with industry executives to get you ready for a downturn.
“It seems as soon as a new boutique or smaller CDMO – especially in the biologic space – can get established, one of the big guys is eating them up,” says Kelly Creighton, Citrus Pharmaceuticals. In this hard-hitting editorial, Creighton provides readers with some positive thoughts and solutions to overcome the challenges M&A may bring.
Kelly Creighton of Citius Pharmaceuticals, Inc., likes to stay close to the CDMOs comprising his outsourcing strategy. "Prior to COVID," he says, "We were constantly going onsite." But now, is the continuing stringent policy regarding customer visits actually still wrapped around COVID, or are CDMOs staying restrictive for other reasons?
We should never take our eyes off the small-molecule market, and two surveys from ISR Reports suggests some interesting developments when it comes to costs and attitudes for outsourcing services in the sector.
Thanks to leaders such as Eli Lilly – and today’s contracting industry – we’ve reached a point where big and small organizations can receive the external help needed to employ various continuous manufacturing and processing strategies.
We’ve reached the final four of the Eight Core Values devised some years ago to propel the outsourcing industry to the highest standards of internal and external excellence. Not only do they remain applicable to any business today, they may be needed more than ever.
This is part two in our review of the Eight Core Values that helped establish the outsourcing industry as we know it today. Here we cover "High Performance," "Quality," and "Customer Satisfaction And Service." Does your CDMO have what it takes? Here's how to measure them against the ideal.
When Tom D’Ambra co-founded Albany Molecular Research, Inc. (AMRI) in 1991, most in the industry thought it was a miscalculation. Pharma doesn’t send its IP outside its fortress walls, they said. He proved them wrong. Along the way, he created a set of core values our industry should continue to uphold today.
This editorial illuminates the highest possibilities of the strategic and tactical application of manufacturing outsourcing. “I put a pretty famous deal together with Merck, as an example,” Darren Dasburg says suddenly during a discussion on developing business requirements ... it also involves Medimmune, and drug called Keytruda.
Among all there is to learn about drug development and manufacturing outsourcing, there are three fundamental areas to focus on: it should be treated as a practice; given specific business requirements; and effectively governed.