Demand for drugs and therapeutics of all kinds is growing with the globalization of pharmaceutical-based medicine. Manufacturing safe, effective and affordable medications and putting them into the hands of patients has always been the pharmaceutical industry’s main objective. That hasn’t changed; what has changed is how the industry is fulfilling its core mission.
According to the FDA, more than half of all the novel drugs approved in the last decade came from companies with fewer than 500 employees.1 In addition, as pharma’s focus on smaller patient groups continues to grow, so does the complexity and risk of developing effective drugs to treat them.
Getting new, more effective drugs to market faster, more economically and safely is prompting innovative development strategies and business models to support successful outcomes – for investors and patients.
To commercialize drugs efficiently, outsourcing has become an increasingly attractive business model for pharma, especially for small and medium companies. The demand for partners able to deliver comprehensive end- to-end drug substance and drug product development prompted contract manufacturing organizations (CMOs) to consolidate and expand, creating the more comprehensive contract development and manufacturing organization (CDMO). The CDMO model provides pharma with more sustainable, efficient commercialization paths and end-to-end integrated development, commercialization and manufacturing services.
In this white paper, we look at the broad set of trends influencing pharmaceutical development and manufacturing strategy today, and how these drivers are impacting traditional drug development strategies and relationships with outsourced drug development and manufacturing partners. From the extreme costs associated with biopharmaceutical drug development, to the push and pull of novel therapies in the pipeline, this whitepaper takes a close look at how the pharma industry can better leverage CDMO partners facilitate success from the start.
Offering distinct competitive advantages, this paper also seeks to highlight the inherent strategic value that comes with engaging high-performance commercial partners built on a foundation of experience and integrated capabilities that can assure programs will be successful from the very start.