Supply Chain Management in the Drug Industry: Delivering by Hedley Rees PDF
By Hedley Rees
This booklet bridges the distance among practitioners of supply-chain administration and pharmaceutical specialists. It goals to assist either those teams comprehend different worlds they stay in and the way to together give a contribution to significant advancements in supply-chains in the globally vital pharmaceutical quarter. clinical and technical employees needs to paintings heavily with supply-chain practitioners and different suitable events to assist safe responsive, competitively priced and danger mitigated offer chains to compete on a global degree. this could now not wait until eventually a drug has been registered, yet may still begin as early as attainable within the improvement technique and ahead of registration or scientific trials. the writer means that CMC (chemistry production controls) drug improvement needs to reset the road of sight – from provide of drug to the hospital and gaining a registration, to the construction of a sufferer price circulate. able methods and providers, streamlined logistics, versatile plant and kit, shorter cycle occasions, powerful circulate of data and diminished waste. a majority of these components can and may be addressed on the CMC improvement level.
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Extra info for Supply Chain Management in the Drug Industry: Delivering Patient Value for Pharmaceuticals and Biologics
The definition used here refers to the latter, which is the way in which the trade associations are organized. For example, the majority of members of the UK BioIndustry Association are companies working with small-molecule compounds. Observations, Views, and Experiences of the Author My first experience of biotech was when joining the company British Biotech in the mid-1990s. My principal responsibility as head of logistics was to establish a panEuropean supply chain for two upcoming compounds in clinical development.
I asked Robin what he would suggest was different between pharmaceuticals and other sectors. He thought for awhile and then came out with this insight. “When, say, an aerospace company launches a new plane to its airline customers, that is the beginning of a second phase of product development. The plane must obviously be commercially attractive to airlines, safe, and fit for its purpose at entry into service, following several years of certification testing with air-worthiness authorities, but based on in-flight experience and feedback from airline customers and consumers experiencing the product, there is a second rapid introduction of improvements: sometimes to fine-tune the original concept, often to push its performance envelope further to enhance the value for the airline and the consumer.
5 The Driver for Changed Business Models So in an environment of higher costs and lower returns, how has the industry evolved in response? Until the late 1970s/early 1980s, pharmaceutical companies tended to own much of the infrastructure required to bring a drug to market. From then onward, this concept of a traditional, vertically integrated business model was challenged severely as the big pharmaceutical companies began a wholesale exit from activities that were regarded as noncore to their business.
Supply Chain Management in the Drug Industry: Delivering Patient Value for Pharmaceuticals and Biologics by Hedley Rees