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Case Study - Pfizer

Pfizer is a premier, innovative biopharmaceutical company which develops and produces medicines and vaccines for a range of medical disciplines. We spoke to Pfizer’s senior corporate counsel and environmental sustainability advisor, Sally Fisk, about their science-based targets.

Pfizer is a global pharmaceutical corporation headquartered in New York. Among the world’s largest pharmaceutical companies, Pfizer is a premier, innovative biopharmaceutical company listed on the New York Stock Exchange. Pfizer develops and produces medicines and vaccines for a range of medical disciplines, including immunology, oncology, cardiology, endocrinology and neurology.

We spoke to Pfizer’s senior corporate counsel and environmental sustainability advisor, Sally Fisk, about the company’s journey to setting a science-based target.

Why did you set a science-based target?

As a science-based healthcare company, Pfizer has long recognized the risks to human health posed by global climate change, and has taken significant voluntary action to reduce its own greenhouse gas (GHG) emissions. From 2000 to 2014, we cut our GHG emissions roughly by half and we are working hard to meet our third GHG reduction goal to reduce emissions 20% further by 2020.

We actually set a science-based target before the term existed. In 2012, we were setting our third GHG emission reduction targets. We had already successfully met previous targets and we wanted to continue to challenge ourselves. We looked at the Intergovernmental Panel on Climate Change (IPCC) 4th Assessment Report, which laid out various scenarios and the related chances of staying below 2 degrees centigrade warming, and we said to ourselves: rather than simply setting a target we think we can meet, let’s set one that puts us on track for where we – and the world – need to be by 2050.

We are motivated by science, and use it in our daily work. We thought: if you are going to go through the effort of setting and meeting goals, you should make sure that effort is scientifically informed and will therefore drive the level of reductions necessary to mitigate climate change. One of the real advantages of target setting in this area – as opposed to water or waste for example – is the availability of credible scientific data via the IPCC. Their reports mean it is actually possible to set science-based targets.

What was the process for setting your target?

We had a fellow from the Environmental Defense Fund working with us who helped us synthesize the recommendations of the IPCC report and apply them to our business. We established that we needed to achieve between 60 and 80% reductions from a 2000 baseline by 2050, and that in order to get on the right track, we needed to achieve 20% reductions from a 2012 baseline by 2020. Essentially, we looked at what would happen if we had consistent reductions year on year to 2050. We realized that getting an actual 2050 goal agreed would be challenging, because of the extended timeframe, but that we could set goals that put us on the right trajectory – and be sure to speak about it in this way too.

Then in 2015, we set a scope 3 target as well, which says that our key suppliers, with whom we have most influence, will set meaningful targets in line with what we ourselves have done. We did this because we recognise that everyone needs to take action to mitigate GHG emission if we are going to drive change at the scale necessary. We want our suppliers to be responsible and responsive – this means ideally having science-based emissions reduction targets.

The process of setting and then working out how to meet our target has been very collaborative. Initially three different departments across the company came together: the environmental health and safety group, the environmental law group, and the global engineering group. We discussed and established proposed targets, which were endorsed by our Environmental Sustainability and Environmental, Health and Safety leadership teams, and then received final approval by our Executive Leadership Team (the CEO and his direct reports).

In setting these targets there had been a lot of discussion with individual facilities as to how they would contribute, and these plans were then finalized with the sites by the Engineering group, which works very closely with these facilities to harness their ideas and creative solutions to achieve our goals.

How important was joining the science-based targets initiative?

We learned about the Initiative from the World Resources Institute and approached them to inquire as to whether our current targets might qualify. WRI and the other Science Based Target partners reviewed our goals and our use of the IPCC scenarios in developing our targets and agreed that we had a science-based target. This was very important and meaningful to us: it gave us confidence in how we had established the science-based elements of our targets, enhanced internal coherence and generated pride in our achievements, which had been recognised by qualified, third party experts.

When we were setting our targets the current science-based target setting methodologies were not available. There is now more awareness and guidance for companies. We are looking forward to working with the Science Based Targets Initiative to help our suppliers choose methodologies that suit their business.

What are the benefits of setting a science-based target?

Pfizer is only a relatively small player in terms of emissions, but we think if other companies align their goals with the science there is potential for real global impact and mitigation of the impacts of climate change. This is perhaps the greatest benefit of a science-based target.

We managed to hit our past targets without sacrificing internal return on investment targets. Thus, the business case has not been too difficult to make. Apart from anything else, the initial reforms result in energy savings that drive down cost. There are also important non-financial gains from having a science-based target, including helping to meet the expectations of certain key stakeholders, and motivating colleagues internally.

What changes are you making to the business to meet the target?

We continue to pursue energy efficiency and renewable energy projects where they make good business and environmental sense. At our facility in Puurs, Belgium, we completed construction on a second wind turbine providing an additional 3.3 million kilowatt hours of clean energy to the site. Pfizer also broke ground on a $95 million consumer products production facility in Suzhou, China, which will incorporate very advanced technologies to minimize energy and water consumption.

However, most of the reductions come from smaller energy-saving initiatives at facility-level. Cumulatively, these drive significant reductions. For example, since 2000, approximately 3300 energy projects have been implemented resulting in roughly $150 million in annualized savings and a reduction of approximately 814,000 tonnes of CO2. Real savings have come from, and will continue to come from, optimising conditions, equipment, and systems within our facilities without impacting product quality or comfort level of the colleagues.

Our program has advanced by encouraging the formation of Site Sustainability teams, which are able to increase the number of colleagues involved in generating ideas for energy reduction (for example, recognizing if there is equipment running outside of production hours so it can be shut down as appropriate) and other important environmental improvements, such as waste and water reduction activities.

What challenges did you face?

Across a large network of diverse sites, our Global Engineering group has worked hard to engage our colleagues to ensure they understand the value of energy efficiency and renewable energy and feel empowered to seek out opportunities to make GHG reductions rather than viewing the request to make reductions as a burden. Communication was a key element to ensuring that colleagues from other parts of the business understood the potential global implications of climate change and therefore the need to act. Having a nearer term goal (2020) with a longer-term vision (2050) approved at the executive leadership level really helped our team to obtain buy-in.

Occasionally, being in a highly regulated industry, we have found that there are regulatory requirements in certain jurisdictions that may not lend themselves readily to energy reductions. There have also been moments where I have had to remind myself that progress happens slowly, that you can’t drive dramatic change overnight. But then I look at what we’ve achieved and I think we’ve done pretty well and I am excited about the progress we can continue to make!

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PharmaACE

Assessing acquisition targets to leverage organizational synergies

Our client wanted to license a product pipeline from another company through the BD&L process. They wanted to evaluate the product’s potential opportunity across its mechanism of action

To provide overall valuation of product and strategic insights around:

We evaluated the product and its opportunity using the following steps:

Client benefits

The client used our analysis and forecasts in a workshop with senior leadership. It served as the central document for an intense brainstorming session which helped them to:

Size Sales Force right to get $ right!

A global pharmaceutical company wanted to expand their Sales Force (SF) size to fuel revenue & profit growth ($) for their pain management product. They also wanted to ensure that the decision was in line with industry benchmarks and target-customer based analysis.

Enabling change to achieve a competitive advantage

One of USA’s top pharmaceutical companies had a certain Product X. It was a biologic which had recently lost its patent protection and was marketed in multiple indications. The company wanted to know LCM opportunities available for this drug, in a new indication, along with a new route of administration (RoA).

A multi-step approach was used to provide the client with all the required information:

Exploring untapped opportunities

One of the leading players in the injectable drug delivery space wanted us to investigate the potential of a new market. They had very limited presence in this country, which was via a joint venture. They wanted to assess the potential of this market, to decide if they should expand their presence there beyond the existing joint venture.

To help the client investigate this new market and understand its environment in terms of:

The following factors were covered in our assessment:

Our detailed report included:

Discovering the truth behind hypothesis

A multinational pharma company acquired a new pipeline product through a BD&L process. They wanted to better understand the products current use, typical patient pathway, challenges and unmet needs. All of this would in turn help them to develop the right strategy and positioning.

Firstly, PMR was required due to :

To conduct in-depth interviews with key stakeholders in the hospital and physician office setting

Invest or divest?

A large multi-national pharmaceutical company recently acquired a company (one of the biggest acquisitions in the industry by value). They wanted to evaluate the market potential of a pipeline asset that it was gaining via the acquisition, in a disease indication naïve to them , so that they could decide on retaining vs. divesting the product later.

Based on our recommendations, the client decided to do a further deep dive on the long-term revenue potential of the asset and retained us for that engagement as well.

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Pharmaceutical Company

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Your client is a pharmaceutical company that is ready to launch a new drug. It is a drug for severe asthma. It is essentially the same as what is in the market today, but it is stronger, faster, and can treat severe cases that are not properly treated with today’s medicine.

The drug is seen as a breakthrough. The client is planning to launch this drug in Canada. They are coming to you to determine how they should price the drug. What would you need to explore to determine a good price?

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The client in this case is a pharma company that is prepping to launch a new product. You’ve been brought in to develop a pricing strategy for the product. After you understand the problem by reading through the prompt, it’s time to build a structure for the case.

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Pharmaceutical Company’s Employee Dissatisfaction Case Study

Introduction, stages of organizational change, possible obstacles, overcoming the obstacles, strengths of the organization.

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This case study analysis addresses the developing problem that employees at the Pharmaceutical Company are concerned with the lowered quality of the workplace environment due to frequent smoke breaks. There is a disagreement between smokers and nonsmokers on the need for such interruptions. A survey is employed to assess the extent of the problem necessary in developing the most appropriate organizational change for optimum productivity. The analysis highlights the problems, discussing proposed solutions applicable to overcome the challenges based on the organization’s strengths. The discussion concludes by acknowledging the most appropriate communication channel for effecting change within the organization.

Employees were requested to volunteer to attend a session on the management’s new proposal on tobacco control at the workplace. The attendants filled out questionnaires that were developed to establish the main concerns among the employees. According to the survey findings, there was a clear sense of urgency from male and female employees. Forty-one percent of males and 18 percent of females were active smokers. Seventeen percent of current smokers acknowledged smoking at the workplace. Forty-nine percent of nonsmokers report frequent exposure to secondhand smoke from others in the workplace, while nearly half report occasional passive smoking.

Based on the survey, the problems require urgent management intervention to address the health risks of secondhand smoking and disruptive breaks. Such intervention requires a change in tobacco use policies at work. In the setting, several stages must be considered to implement change within the organization effectively. This approach has four significant steps: precontemplation, deliberation, preparation, and execution (Tian & Wang, 2018). Maintenance and relapse might be included as extra stages for addicted personnel. The phase of precontemplation occurs when there is no intention of changing behavior in the near future. The second stage, the deliberation phase, promotes logic and reason above internal conflicts and debate.

The preparation stage of the phases of the change model indicates that workers have progressed to strategizing and prepping to implement changes learned about in the contemplation stage. When it comes to substance abuse, careful and well-thought-out preparation might be crucial to success. Finally, the execution stage entails the most visible behavioral changes and requires significant time and energy investment. The management must effectively communicate the importance of the change and supply the necessary support resources to effect the change (Tipu, 2021). Employees that adhere to the new routines should be rewarded as an incentive to encourage compliance. However, several challenges are likely to emerge with any changes in organization smoking policies.

Reduced employee morale is one of the most frequent problems in adopting changes in workplace smoking policy. Employees, in many cases, loathe change unless it is one that they have desired or pushed for, which implies that acquiring buy-in is a significant obstacle to change. Employee dissatisfaction becomes an impediment to organizational transformation since employees are inclined to reject the changes. When employees are dissatisfied with choices, they are considerably less likely to embrace those decisions in a way that benefits the company’s success.

Equally, unexpected setbacks are also likely to occur, especially when dealing with an employee population that is entitled. It is a common experience that setbacks are unavoidable when implementing radical changes, but they may be mitigated by detecting them before they occur. It is vital to strategize to achieve faultless transformation. However, the process is unlikely to be infallible since correctly forecasting the future is challenging. When a problem arises, the change manager must determine if it is a one-time occurrence or a necessary consequence that necessitates a rethinking of the change process.

In addressing possible employee resistance and setback cases, one of the most effective approaches is proper employee education at the workplace. The employees need to appreciate that going smoke-free has a variety of financial advantages. These include cheaper cleaning and refurbishing expenses, the possibility of lower health insurance premiums, a decreased chance of a lawsuit, and a reduced fire hazard, as well as advantages from reduced absenteeism and enhanced efficiency. Effective communication would also be necessary to address the potential challenges likely to emerge within the organization (Cinite & Duxbury, 2018). Such efficiencies are addressing the obstacles are dependent on the specific strengths of the organization.

For The National Social Marketing Centre, employees are the most crucial resource that a firm has. The organization has human resource strengths, including recruiting and retaining the top applicants from the pool of workers. Depth and breadth of knowledge, morale, and contentment are all examples of the company’s strengths. Managing the policy changes on workplace smoking would therefore be critical. An effective communication technique within the organization is one of the significant aspects that define the successful transition. In the setting, the most appropriate channel is face-to-face communication.

The emerging problem of employee dissatisfaction with frequent use breaks to smoke cigarettes is concerning. As established in the survey, the disagreement between smokers and nonsmokers on breaks directly affects the company’s prospects. Changes in smoking policies at the workplace are therefore necessary. Such routine alteration requires proper change management intervention to address the company’s employees’ concerns and productivity. The four stages recommended include precontemplation, deliberation, preparation, and execution. Despite possible challenges of resistance and setback, face-to-face communication is recommended to solve the problems that might emerge in implementing the changes.

Cinite, I., & Duxbury, L. E. (2018). Measuring the behavioral properties of commitment and resistance to organizational change. The Journal of Applied Behavioral Science , 54 (2), 113-139.

Tian, J., & Wang, L. (2018). A study on changes of leadership style and characteristics in different development stages and organizational change: A dual case study based on Chinese enterprises. Journal of Modern Accounting and Auditing , 14 (5), 281-287.

Tipu, S. A. A. (2021). Organizational change for environmental, social, and financial sustainability: A systematic literature review. Review of Managerial Science , 1-46.

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Case Study: Tracking and Tracing Drugs in the Pharmaceutical Supply Chain

Failures or lack of visibility in the many-tiered pharmaceutical supply chain have multiple repercussions. Drug shortages have adverse economic and clinical effects on patients — they are more likely to have increased out-of-pocket costs, rates of drug errors, and, yes, mortality. Hospitals and health systems allocate over 8.6 million hours of additional labor hours to […]

case study of pharmaceutical companies

Failures or lack of visibility in the many-tiered pharmaceutical supply chain have multiple repercussions. Drug shortages have adverse economic and clinical effects on patients — they are more likely to have increased out-of-pocket costs, rates of drug errors, and, yes, mortality.

Hospitals and health systems allocate over 8.6 million hours of additional labor hours to manage drug shortages each year at a cost of at least $360 million , with alternative therapies, direct purchases outside the hospital’s traditional channel, and cancelled or delayed medical procedures.

The US had about 150 to 300 drug shortages every quarter from 2014 to 2019.

For drug managers, maintaining excess inventory to try to avoid shortages brings significant costs in storing pharmaceuticals — and waste when they are not used. They also struggle with being able to predict where a particular drug is likely to be needed at a particular time.

The average pharma holds 180 days of finished goods inventory, and could free up $25 billion if it reduced that to a target of 80 to 100 days. With increased competition from generics and rival brands, cutting costs in the supply chain lets them redirect money to competitive ends such as funding product development.

Compliance is another issue. Serialization compliance required by the FDA’s Drug Supply Chain Security Act requires manufacturers, re-packagers, wholesale distributors, and pharmacies to be capable of lot-level product tracing and to provide applicable transaction information, history, and statement.

To protect patients and prevent falsified medicines from entering the supply chain, the EU’s Falsified Medicines Directive was passed to increase the security of the manufacturing and delivery of medicines across Europe. The main focus is on counterfeit and falsified drugs that can be ineffective or even dangerous.

By 2023 in the US, lot-level tracing will move to unit-level serialization. Russia’s serialization gives pharma companies until this year for complete unit- and batch-level traceability. Brazil’s track and trace regulations go into effect in May 2022. In South Korea and India, companies must uniquely serialize drug products. Saudi Arabia’s Vision 2030 plan includes adopting technology for tracking all human registered drugs manufactured in Saudi Arabia and those imported from abroad. China has published regulations providing for the development of a new national drug traceability system by 2022.

Regulations that require that manufacturers add serial numbers to medications give them more data than previously, a benefit for having information about the status of drugs wherever they are in the supply chain. But getting this right requires that partners in the supply chain participate in the tracking.  

Track and Trace in Action

Global pharmaceutical company Merck KGaA Healthcare is working on this issue. It maintains about 150 days of drug inventory, which is expensive to keep in-house and particularly wasteful when it comes to personalized drug therapies with short shelf lives. Its supply-and-demand forecasts are 85 percent accurate today.

One of the drugs it manufactures is related to amino oncology drugs. It was looking for a way to improve forecasting for these potentially life-changing and life-saving drugs. These are personalized medications, expensive and valuable. It’s imperative to ensure the drugs make it to the right place at the right time. It all starts with drawing blood from the patient and sending it to the lab, where a therapy is formulated based on the patient’s DNA. The drug created from this must travel along the supply chain in temperature-controlled environments, and it must reach the patient within a specified time frame for treatment.

Merck KGaA Healthcare has piloted a project with TraceLink , using the vendor’s Digital Network Platform to improve supply-and-demand forecasting and reduce shortages of critical immune-oncology drugs. Serialization on its own is still fairly new and even as it matures, TraceLink’s platform focuses on further enhancing the supply chain process. Not only does it generate serial numbers, but it also provides a centralized hub where third-party participants in drug companies’ supply chains can share relevant information such as manifests and product master data with each other. Bringing everyone together on the same platform is a more efficient way of trading this information than drug companies’ having to create point-to-point connections from their internal systems with the systems used by the companies they need to share data with.

Contract drug manufacturers, which in many cases manufacture generics for multiple drug companies, use the platform as well as brand-name big drug companies, and smaller ones that sometimes are the creators of blockbuster drugs. It’s hard for them to track all those relationships.

“With the network, you integrate once and interoperate all down the supply chain to increase visibility and lower the bar to sharing data,” said John Hogan, TraceLink Senior Vice President of Engineering. “The network changes the process of integrating between individual supply chain and inventory systems, which is difficult and for pharmaceutical companies and is not necessarily their strong point.”

The company has defined canonical data formats for internal management; it maps pharma supply chain partners’ data (logistics companies, dispensers, and wholesalers) into that and then back out into the format that another member of the network might need.

Compliance was the first problem TraceLink tackled but it realized the huge value in the data for many other purposes. “If you know how particular products traveled along the supply chain, you have unique insight that can be used for dealing with recalls or obstacles in the supply chain,” he said. “You can make things more efficient and avoid having those problems repeat themselves.”

It’s also providing APIs that other businesses can use when they see other use cases for the Digital Network Platform to leverage its core construction — for instance, to create new user experiences and provide a different preferred view into the same information using built-in machine learning algorithm. “In the future, you can imagine use cases where people involved in clinical trials might want to let their information be shared to prove the efficacy of those trials,” Hogan said.

Over the next five years the pharma track and trace solutions market is expected to surpass $2.38 billion. Other vendors that are in the pharma track and trace space include rfxcel, Adents, Acsis, Frequentz, Optel Group, Arvato Systems, E2open, Retail Solutions, UpNet, iControl and Nulogy.

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case study of pharmaceutical companies

Mylan’s EpiPen Pricing Scandal Each year about 3.6 million Americans are prescribed EpiPen, the epinephrine auto-injector. The EpiPen is a life-saving treatment for anaphylactic reactions, which are caused by allergens such as nuts, seafood, and insect bites. A sharp increase in EpiPen’s price between 2009 and 2016 caused outrage, and prompted debate over whether Mylan N.V, the owner of EpiPen, acted unethically. Beyond the behaviour of Mylan, EpiPen’s price increases raise questions about the conditions of the US pharmaceutical market, and whether existing regulations and laws are sufficient to protect consumers. READ MORE…
Pharmaceutical Industry Ethics: Part 2 of the Valeant Pharmaceuticals Series  In a capitalist free market , the goal of business is to sell a product to satisfy demand. The company’s objective is to maximize profit, without breaking the laws of the land. This profit Motive A motive is something – often desire(s) or emotion(s) – that move us to action.  In many cases, the motivation behind one’s actions is narrowly self-interested.  Our motives are not, however, necessarily self-interested, nor are they always so.<br /><br />In ethical contexts, perhaps more so than in other contexts, motivation and self-interest tend to diverge.  This is not to say that self-interest is absent from ethics.  Some accounts of moral motivation – ethical egoism, for example – hold that(...) ">motive is generally accepted as a characteristic of the free market and rarely raises ethical questions. However, there are industries where social Good The term ‘good’ is not specific to ethics in particular, although it plays an important role in morality.  Good may be used to refer to anything – it is a general term that expresses positive value about something or assigns positive value to something.  Nevertheless, in philosophy the term takes on special meaning and that meaning is particularly related to ethics.<br /><br />Philosophers sometimes make a distinction between an intrinsic good (also referred to as a ‘good in itself,’ and an(...) ">good may take precedent over profit. The pharmaceutical industry presents one instance. READ MORE…
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China and Corruption: The Case of GlaxoSmithKline GlaxoSmithKline (GSK) is Britain’s biggest drug maker. Chinese authorities found GSK guilty of bribing both hospitals and doctors to help promote their products in China, using a network of nearly seven hundred travel agencies to pay medical professionals, health-related organizations, and government officials. According to Chinese authorities, GSK funneled about 3 billion yuan, or US$482 million, through this network to recipients. Receipts were forged for purchases and transactions that never took place, including fake conferences. At first, GSK denied any involvement in the bribes. READ MORE…

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Home / Case Studies / Global pharmaceutical company

Global pharmaceutical company modernizes workforce with Office 365 and Avanade

Published on July 11, 2018

Global pharmaceutical company

Avanade transforms businesses for the digital era. Their vision is to be the leading digital innovator, realizing results for their clients through the power of people and the Microsoft ecosystem. Avanade helps clients create compelling customer and employee experiences by reducing costs, enhancing agility, enabling collaboration, and improving performance.

Pharmaceutical companies are looking to heal legacy communication pains and heavy operational headaches. Thankfully, the treatment — a modern workforce supported by the cloud — is a powerful and effective remedy, once prescribed. A leading pharmaceutical company developing, manufacturing and marketing pharmaceuticals in more than 100 countries was in a similar situation, using outdated content management systems that no longer supported their needs. Avanade was entrusted with the task of modernizing the customer’s content management systems for long term utilization and productivity.

With 5,000 employees across the globe, anytime, anywhere mobility is key. The company was seeking to create an optimized, market competitive communications platform to improve collaboration among its global business partners and sales teams. Specifically, it wanted to reduce operational costs, while leveraging a platform to deliver worker flexibility and “anytime, anywhere” mobility.

The pharmaceutical maker selected Avanade as their partner due to existing relationship and experience in the industry. After working to define its needs and design a solution adhering to best practices and industry standards, Avanade had all they needed to build the best solution for the customer.

Avanade focused on the following three principles and products that would enable a more modernized and mobile workforce for the customer:

Today, this pharmaceutical company enjoys a healthy, modernized workforce. The cloud communication tools are making it easier and faster to collaborate with business partners, both internally and externally. Proper training ensured executives and end-workers adopted to their new tools, early and with ease.

Meanwhile, mobility management and system upgrades are ensuring a secure and reliable bedrock for “anytime, anywhere” access for internal and external partners. And IT has aligned its costs to industry benchmarks while simplifying ongoing management. The company’s “all in approach” to Microsoft Office 365 and Azure ensures it will continue to grow fluidly as the business does, giving workers the tools needed to thrive and adapt in a modern digital world.

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Inpharmation — Case Studies

Case studies.

Real-world evidence of delivering strategic insights to the pharmaceutical industry

Inpharmation runs global projects for the majority of top-50 pharmaceutical companies, across all major therapy areas., below you can browse a selection of projects showcasing examples of real-world strategic insights inpharmation delivers., to receive your full free copy of any case study:.

Informing pricing prospects for a gene therapy in-licensing deal

To in-license, or not to in-license? Our client wanted to evaluate the price potential of a promising new product. The indication had a high unmet need and there was potential for the product to be used in future combination therapies. A lack of analogues and tight timelines added further complexity to the project. Inpharmation’s combination […]

Second indication, a second chance?

Analogue-based pricing had previously failed our client. They now had just eight weeks to make a launch or no-launch decision for a second indication. An evidence-based approach was needed to prevent repeating past mistakes.

Where do you start with pricing when the future landscape is unknown?

Limited clinical trial data, multiple lines of treatment and a changing pricing landscape presented challenges for the pricing assessment of an innovative oncology asset. However, Inpharmation’s evidence-based techniques were able to provide a flexible solution within the customer’s tight timelines.

How a flexible approach to pricing research allowed a rapid change of direction when unexpected trial results emerged

A pharma company wanted to launch its asset into a second indication. However, just as Inpharmation’s research was coming to an end, unexpected clinical trial results were revealed. This required a rapid change in strategy.

One chronic illness, many unlicensed treatments and one pipeline asset: Where do you start with pricing?

A leading pharma company needed to understand the price potential of their novel first-in class asset. Without any direct comparators, they were unsure what price they could achieve and how payers were going to behave. Inpharmation’s evidence-based approaches provided the perfect solution…

A clinical advance with a novel mechanism of action: What will its uptake look like?

With no obvious analogues and mixed messages from previous demand and qualitative research, our client was unsure what their novel asset’s uptake would look like. Inpharmation had the ideal approach to provide validated insights and evidence-based results…

How preconceived ideas of sample size nearly soured a great project

Pharma Specific Conjoint offered an ideal solution for our client. However, the significantly smaller sample size, compared to that of discrete-choice conjoint, lead to the project being met with reservations. A solution was needed to demonstrate the accuracy of our methodology.

How a lack of analogues could have undervalued a promising in-licensing opportunity

High unmet need offered a promising environment for a new asset; however, with no obvious analogues to quantify price potential, an approach ideal for an indication with no current treatments was needed…

A promising cardiovascular treatment in a highly prevalent disease

A highly prevalent disease with existing inexpensive therapies presented a challenging pricing environment for our client’s cardiovascular treatment. To deliver the optimal pricing strategy, Inpharmation used a combination of primary and secondary pricing techniques.

How analogue-based pricing confused a team of pricing experts

Traditional analogue-based pricing and qualitative payer interviews left our client confused when pricing an asset in a previously untreated disease with an uncertain patient population. Behavior-Based Pricing provided much needed clarity by drawing upon thousands of real-world payer decisions.

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Developed Vision And Mission Statement For Johnson And Johnson Pharmaceutical Organization Case Study

This paper gives an in depth analysis of the Johnson and Johnson, commonly referred to as J&J. Johnson and Johnson is an international, diversified pharmaceutical and medicinal producer. Besides, it is one of the largest health care related service providers and has drastically reformed people’s perception towards health care. It is indeed a top achiever in the health care industry as well as in general human health and happiness. In fact, its success is attributed to a well defined vision, mission, objectives and core strategies. Its existing vision, mission, objectives and core strategies are discussed as under.

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NOVO NORDISK ENGINEERING CASE STUDY SLIDESHARE

Introduction:

Novo Nordisk is a Danish multinational pharmaceutical company that specializes in diabetes care and other serious chronic conditions such as obesity, hemophilia, and growth hormone disorders. The company was founded in 1923 and has since grown to become a world leader in diabetes care, with a presence in over 170 countries worldwide.

Novo Nordisk Engineering (NNE) is a subsidiary of Novo Nordisk that provides engineering and consulting services to clients in the life sciences industry. NNE has over 2,500 employees and offices in 20 countries, making it one of the largest engineering companies in the industry.

This article will provide a detailed case study of NNE's work on a pharmaceutical manufacturing facility in China. The project involved the design and construction of a new manufacturing plant for Novo Nordisk's insulin products, and NNE played a key role in ensuring that the facility was built to the highest standards of quality and safety.

Project Overview:

The project involved the construction of a new insulin manufacturing facility in Tianjin, China. The facility was designed to produce a range of insulin products for the Chinese market, including insulin cartridges, pens, and vials. The facility was also designed to comply with the latest international quality and safety standards, including Good Manufacturing Practice (GMP) and Good Engineering Practice (GEP).

NNE was responsible for providing engineering and consulting services for the project, including project management, design, and construction supervision. The project was divided into several phases, including feasibility studies, conceptual design, detailed design, construction, and commissioning.

Feasibility Studies:

The first phase of the project involved conducting feasibility studies to determine the optimal location for the new facility. NNE worked closely with Novo Nordisk's local team in China to analyze various factors, including site availability, infrastructure, regulatory requirements, and labor availability. After careful analysis, the team decided on a site in Tianjin, China, which offered the best combination of factors for the project.

Conceptual Design:

The next phase of the project involved the development of a conceptual design for the facility. NNE worked closely with Novo Nordisk's local team in China to develop a detailed design brief, which outlined the key requirements for the facility. The design brief included specifications for the production lines, utilities, HVAC systems, cleanrooms, and other key components of the facility.

NNE used state-of-the-art 3D modeling software to develop the conceptual design, which allowed the team to visualize the facility in 3D and identify any potential issues before construction began. The 3D models also allowed NNE to optimize the layout of the facility to ensure that it was both efficient and safe.

Detailed Design:

The detailed design phase of the project involved the development of detailed engineering drawings and specifications for the facility. NNE worked closely with Novo Nordisk's local team in China to ensure that the design was optimized for local conditions and complied with all relevant regulations and standards.

NNE also worked closely with equipment suppliers to ensure that all equipment was designed and installed to the highest standards of quality and safety. This included conducting factory acceptance tests (FATs) and site acceptance tests (SATs) to ensure that all equipment was fully functional and met the specifications outlined in the design brief.

Construction:

The construction phase of the project involved the actual construction of the facility. NNE provided construction supervision services to ensure that the construction was carried out to the highest standards of quality and safety. This included conducting regular site inspections, monitoring construction progress, and ensuring that all contractors and subcontractors were complying with the project specifications.

NNE also worked closely with Novo Nordisk's local team in China to ensure that the construction was completed on schedule and within budget. This involved careful coordination of all construction activities, including procurement, logistics, and installation.

Commissioning:

The final phase of the project involved the commissioning of the facility. NNE provided commissioning services to ensure that all systems and equipment were fully functional and met the specifications outlined in the design brief. This included conducting a range of tests, including performance qualification (PQ) tests, to ensure that the facility was operating as intended.

NNE also provided training services to Novo Nordisk's local team in China to ensure that they were fully trained on the operation and maintenance of the facility. This included providing training on equipment operation, maintenance, and troubleshooting.

The Novo Nordisk insulin manufacturing facility in Tianjin, China, is a testament to NNE's expertise in the life sciences industry. The facility was designed and constructed to the highest standards of quality and safety, and NNE played a key role in ensuring its success. The project involved a range of services, including project management, design, construction supervision, and commissioning, and NNE's expertise was instrumental in ensuring that the project was completed on schedule and within budget. NNE's work on this project highlights the company's commitment to providing innovative and sustainable engineering solutions for the life sciences industry.

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case study of pharmaceutical companies

case study of pharmaceutical companies

Biopharma digital transformation: Gain an edge with leapfrog digital innovation

Digital transformation in pharma is at an inflection point.

Aditya Kudumala

United States

Aditya Kudumala

Principal | Deloitte Consulting LLP

Aditya Kudumala is a principal in Deloitte’s Life Sciences technology practice with over 15 years of experience in leading and delivering strategy, cognitive solutions, business analytics, technology-enabled transformation initiatives within R&D, safety, medical, commercial, and IT domains to improve patient outcomes. He has expertise in leveraging strategy, cognitive/AI, blockchain, and other exponential technologies combined with sciences to deliver strategic results. He holds a master’s degree in Information Management.

Todd Konersmann

Todd Konersmann

Todd Konersmann

Todd is a principal in Deloitte Consulting LLP’s Life Sciences practice and is the national leader for the Life Sciences Information Technology practice. With more than 20 years of experience, he has led large global technology and business transformation programs for some of our largest and most notable clients. Todd has a passion for collaborating with clients to understand where and how to start adopting new technologies that help result in real value and improve the lives of patients worldwide.

Adam Israel

Adam Israel

Principal, Life Sciences

Adam Israel is a manager in Deloitte Consulting LLP’s Life Sciences practice. He is a digital innovation strategist who advises leaders in the identification and implementation of novel technologies to realize business transformation goals and positively impact patient lives. He studied finance and marketing at the University of Colorado.

Wendell Miranda

Wendell Miranda

Wendell Miranda is an assistant manager with the Deloitte Center for Health Solutions, Deloitte Services LP. For the past five years, he has conducted research aimed at informing stakeholders about emerging trends, challenges, and opportunities in the Life Sciences & Health Care Industry. Prior to Deloitte, he worked at a consulting firm serving life science clients across multiple geographies. He holds an MBA in pharmaceutical management and in finance.

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Executive summary

Traditionally, biopharma companies were slow to incorporate innovative digital technologies such as artificial intelligence (AI), cloud, and the Internet of Things (IoT) in their operations. But as the COVID-19 pandemic began, companies were forced to prioritize investments in digital innovation and instill it into every aspect of work. Digital transformation road maps spanning years were suddenly executed in months, bringing about radical changes in how companies conduct operations.

Deloitte surveyed 150 biopharma leaders to better understand their experience with digital technologies and the industry’s approach to digital innovation in this environment of accelerated change. We found that:

Certain digital technologies such as the cloud (49%), AI (38%), data lakes (33%), and wearables (33%) have been adopted in day-to-day operations; others such as quantum computing and digital twins are still nascent.

The momentum of digital innovation is likely to continue post pandemic. Eighty-two percent of respondents agree that digitalization of operations will continue even after the pandemic ends.

Digital innovation is a burning strategic priority. Seventy-seven percent of respondents say their organization views digital innovation as a competitive differentiator. 

Respondents agree that their organizations need to solve fundamental issues, including dedicated funding (59%), a better digital innovation strategy (49%), and the right talent (47%) to scale digital innovation.

Biopharma is now at a digital innovation inflection point. Organizations face an important choice: either decelerate the pace of digital innovation or pursue what we call leapfrog digital innovation (see section, “Leapfrog digital innovation opportunities across value streams”). This involves making focused digital technology investments that come together like a string of pearls to change the status quo and transform activities across functional areas and value streams. Such leapfrog digital innovation could bring transformative benefits, including realizing ambitious goals earlier, engaging patients and partners optimally, and bringing drugs to market faster. Our research suggests that there is now an urgency among biopharma executives to take risks, invest, and innovate faster to gain an edge over the competition, which can be achieved through leapfrog digital innovation. 

As organizations attempt to accelerate their digital innovation journey through leapfrog digital innovation, they should consider the following: 

Introduction

Digital innovation involves the application of innovative digital technologies that address business needs and create value for patients, the enterprise, and its partners. This includes, but is not limited to, technologies such as AI, data lakes, cloud computing, augmented/virtual reality (AR/VR), wearables, digital twins, the IoT, blockchain, and quantum computing. 

Prior to the pandemic, our research showed that biopharma lagged behind other industries in digital innovation. 1 While approaching digital innovation incrementally, many companies were yet to treat digital innovation on par with other strategic priorities. 2 When the pandemic began, however, biopharma companies quickly turned to innovative digital technologies to conduct their business remotely or virtually. Digital innovation projects planned for years out suddenly received budgets and support to be implemented immediately.

“Digital innovation has been accelerated by 10 years by what has happened over the course of the last 18 months.” 

—Manoj Raghunandan, president, global self-care and consumer experience, Johnson & Johnson

The pandemic also put biopharma in the spotlight to curb the spread of the virus. Coupled with private and public funding, regulatory support, and extraordinary levels of collaboration, digital technologies provided an advantage as companies raced to develop vaccines and therapies (for more, see our publication,  Seeds of change: Measuring the return on pharma R&D ). Regulatory agencies also provided flexibility to incorporate digital technologies in research and development (R&D) and other parts of the value chain. For instance, the US FDA and European Medicines Agency (EMA) released multiple guidelines on the use of digital technologies in clinical trials while expanding remote or virtual inspection of manufacturing sites. 3

Given the accelerated pace of digital innovation across the industry, Deloitte conducted research to better understand biopharma’s approach to digital innovation.

Research methodology

In 2021, Deloitte surveyed 150 executives from large biopharma companies (revenue of US$1 billion and above) across the United States, Europe, and Asia. Survey respondents included vice presidents (VPs), directors, and C-level executives from functions across the biopharma value chain. Survey questions revolved around the adoption of digital technologies during the pandemic, their strategic importance, the value scaling digital innovation could bring, and capabilities required to do so.

Biopharma companies are now widely using cloud, AI, data lakes, and wearables 

Survey results suggest that certain digital technologies are widely adopted and incorporated into biopharma operations. More than a third of survey respondents reported using the cloud (49%), AI (38%), data lakes (33%), and wearables (33%) in day-to-day operations.

case study of pharmaceutical companies

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Cloud:  Close to half of the survey respondents said they use cloud computing to facilitate day-to-day work. The cloud has provided scalability and agility for organizations to enable employees to work collaboratively and flexibly from home, securely store and share data, build data lakes, and even run AI and machine learning (ML) algorithms. Companies have also been using cloud to cut costs, improve time to discovery and insight (see sidebar, “Case study 1”), and collate data for greater visibility into manufacturing and supply chain operations.

Case study 1: Leveraging cloud computing to accelerate drug discovery

Moderna’s Drug Design Studio, running on Amazon Web Services’ cloud computing and storage infrastructure, enables virtual design of mRNA sequences against protein targets. 4 Moderna scientists can also run queries and discover insights out of data collated from dozens of ongoing experiments stored in the cloud to refine their mRNA sequence designs. The company’s automated manufacturing facilities then convert these sequences into physical mRNA for further experimentation and use in clinical trials. Using its mRNA technology platform and cloud computing capabilities, Moderna could deliver its first batch of COVID-19 vaccine candidates for the phase 1 trial just 42 days after the virus was initially sequenced.

AI : Our research on Scaling AI adoption across the life science value chain   found that COVID-19 put a spotlight on AI. Biopharma investments in AI have risen, and the breadth of AI application has increased. 5 Companies have used AI to optimize site selection for COVID-19 vaccines and manage the impact of disruptions to their clinical development operations. Novartis, for instance, used AI to analyze data on trial operations housed in data lakes to predict where disruptions (such as staff shortages, enrollment delays) were likely to occur, and intervene early to reduce their impact on trial timelines. 6 Deloitte’s 2020 Measuring the return from pharmaceutical innovation study found investments in AI and digitalizing trial operations enabled most of the top 20 companies by R&D spend to keep pivotal trials moving without affecting anticipated launch timings. 7

As biopharma expanded the use of digital channels to engage patients going online for information on their health needs, spending on digital marketing grew significantly. 8 Implementing AI solutions helped enable better marketing spend analytics and finding the right combinations of digital channels to engage patients and drive conversions (see sidebar, “Case study 2”).

Case study 2: Elevating returns on digital marketing through AI

A large biopharma company implemented ConvergeHealth's CognitiveSpark for Marketing, an AI-powered decision-making tool, to optimize its digital media spend. In the past, the company had relied on external vendors to provide attribution insight (i.e., determine which channels and messages had the greatest impact on consumer decision). This approach often provided inaccurate insights due to the complexity of the pharma customer journey.

By implementing CognitiveSpark for Marketing, the company was able to make decisions to reallocate spending to high-performing channels and use only the most effective placements and capping frequencies (i.e., decide how many times a patient sees the same content to elicit action). This led to a 20% increase over baseline conversions and drove an 11% increase in budget efficiencies.

Wearables and AR/VR: Many disrupted clinical trials adopted hybrid study approaches that included delivering medications directly to patients and monitoring and assessing them remotely. Wearables were incorporated into clinical trials to remotely capture metrics such as blood sugar and oxygen levels. As pandemic-related travel restrictions forced manufacturing sites to operate with skeleton crews, wearable and AR/VR technologies were deployed to help on-site staff with configuring equipment, managing processes, and troubleshooting issues. 9

IoT: As disruptions to logistics and transportation impacted the timely delivery of products, companies rapidly digitalized their supply-chain operations. IoT solutions tracked and traced product shipments in real time and plugged gaps in supply-chain visibility (see sidebar, “Case study 3”).

Case study 3: Ensuring vaccine shipment integrity and timely delivery

Pfizer used the IoT to help ensure its mRNA COVID-19 vaccines—which are to be maintained at 94 degrees Fahrenheit—reached vaccine distribution centers and hospitals without losing their potency. 10 The company used temperature-controlled thermal shippers filled with dry ice and fitted with GPS-enabled thermal sensors to store and transport the vaccine. These sensors fed data to Pfizer’s control tower to enable tracking the location and temperature of each vaccine shipment across preset routes and help ensure their timely delivery.

Others:  Our survey shows that biopharma is exploring other digital technologies, such as digital twins, blockchain, and quantum computing. When connected to a live process, such as fermenting, a digital twin can analyze data from sensors and control systems to model the process in-silico and provide feedback to optimize the physical process. In 2021, GlaxoSmithKline successfully piloted the creation of a digital twin to fine-tune its manufacturing process for vaccine adjuvants. 11

Given the authenticity and integrity of data stored in blockchain networks, the technology has the potential to support secure data-sharing, connectivity, and auditability for processes across the biopharma value chain. Some companies are already piloting blockchain networks in parallel with serialization to track products and prevent counterfeiting. 12

While computational approaches, including AI, are being steadily adopted in drug discovery, today’s binary computers can only efficiently simulate simple molecular interactions. 13 Quantum computers can process data faster to simulate complex interactions between biological molecules, expanding our ability to understand a range of disease mechanisms. Some companies such as Boehringer Ingelheim are experimenting with quantum computing for molecular dynamics simulations. 14

Digital innovation is a burning priority

Large-scale digital innovation projects that became commonplace during the pandemic altered mindsets, freed funding, and created an appetite for digital transformation to continue. In our survey, 82% of respondents agreed that digitalization of activities and operations is likely to continue even after the pandemic ends.

However, the industry is now at an inflection point. Organizations, which are already juggling several priorities, now face a critical choice—either decelerate the current pandemic pace of innovation or raise the bar even higher by accelerating the adoption of digital technologies (see figure 2).

case study of pharmaceutical companies

Our research and experience with clients point to the likelihood of the latter. Leaders are now willing to invest, take risks, and digitally innovate to stay ahead of the competition: Seventy-seven percent of survey respondents said their organization treats digital innovation as a competitive differentiator. There is a sense of urgency among executives to double down on digital investments to realize long-term business goals as quickly as possible. More than half of our survey respondents view their organizations as fast followers, failing to capture the first-mover advantage of early adopters of digital technologies. Of these executives, most (80%) believe that their organization needs to be more aggressive and adopt digital technologies faster to win in the market.

“ Our strategy is to win the digital race in pharma, recognizing that digital is going to be extremely impactful, and that it is a race. Everybody is trying to [win that race], and one day, someone will—I want it to be us.” 

—Albert Bourla, CEO, Pfizer 15

case study of pharmaceutical companies

However, merely increasing investments isn’t enough. Organizations should move beyond random and duplicative digital technology investments across the enterprise to pursue agenda-driven leapfrog digital innovation. This involves building a portfolio of digital technology investments that come together to achieve innovation north stars within each functional area, tied to an enterprise value stream. A “value stream” is a collection of processes that helps achieve goals; for example, the molecule to market value stream focused on creating and launching new drugs or the procure to pay value stream focused on purchasing materials and services. Innovation portfolios architected in this manner create capabilities that improve key performance indicators (KPIs) for activities across the value stream to generate enterprisewide impacts.

Leapfrog digital innovation opportunities across value streams

We now outline examples of potential digital innovation north stars across functional areas tied to an overarching value stream, enabled by leapfrog digital innovation (see figure 4).

case study of pharmaceutical companies

Drug discovery 

North star aspiration: Lab of the future

In the R&D lab of the future, an interconnected ecosystem of data, platforms, instruments, and advanced analytical tools supports scientists across teams and geographies to rapidly discover breakthrough therapies. Such a lab could optimize and expedite value-stream processes from target identification to preclinical development—all through leapfrog digital innovation. 

Realizing this potential north star ambition will likely require companies to build a purposeful portfolio of digital innovation (see figure 6) while bringing about a series of key transformational shifts within the discovery organization, including: 

case study of pharmaceutical companies

The research leaders we surveyed said their organizations are currently prioritizing investments in AI (81%) and cloud (71%). A much smaller percentage believes that over the next five years their organizations are likely to invest in AR/VR (19%) and IoT (24%), both of which are essential for the lab of the future. Additionally, research leaders see improving research productivity (95%), reducing drug discovery costs (76%), and improving pipeline diversity (67%) as the top value levers realizable through digital innovation.

case study of pharmaceutical companies

Drug development

North star aspiration: Patient-centered and seamless clinical trials

Next generation clinical trial protocols will be built to address participants’ diverse medical and behavioral needs, with participant engagement extending beyond the life of the clinical trial. At the same time, every aspect of the trial from protocol development, clinical observation to developing a dossier is seamlessly executed digitally. Such a north star could accelerate value-stream processes from study design to closeout, making it easier to attract and retain trial participants and reduce development costs and cycle time.

Achieving the north star described above likely requires creating a targeted portfolio of digital innovations (see figure 7), accompanied by a series of transformational shifts, including: 

case study of pharmaceutical companies

Survey results suggest that organizations are currently prioritizing investments in the cloud (80%) and AI (76%) for drug development. Future investments in wearables and IoT will likely be needed to shift toward trial decentralization and modernizing the trial data environment. Reducing time to market (76%), decreasing time to analyze data (65%), and reducing study execution costs (57%) are the top value levers surveyed clinical leaders believe can be realized through digital innovation.

case study of pharmaceutical companies

Manufacturing 

North star aspiration: Smart factories

Smart factories seamlessly connect disparate manufacturing systems and processes for enhanced visibility into shop floor operations, as machine intelligence monitors processes and provides actionable insights for floor staff to reduce errors, deviations, and production losses. Such smart factories could streamline processes from raw material procurement to quality control to improve yield and asset uptime, reduce manual oversight costs, and bring greater efficiency to manufacturing processes. Show-and-tell centers such as Deloitte’s Smart [email protected] , with smart production lines, prototyping simulators, and experiential labs enable exploring possibilities through smart factory investments. 17

Our research on the biopharma factory of the future shows building smart factories not only requires enabling digital innovations (see figure 9) but also transforming the infrastructure and culture within the manufacturing organization including: 

case study of pharmaceutical companies

Surveyed manufacturing leaders said their organizations are prioritizing investments in IoT (75%) and data lakes (50%) that could lead to greater connectivity across the manufacturing ecosystem. However, less than 45% expect their organization to invest in VR/AR and digital twins over the next five years. Improving asset efficiency (100%), yield rates (67%), and safety and sustainability (50%) are the top value levers manufacturing leaders say could be realized through digital innovation.

case study of pharmaceutical companies

Supply chain

North star aspiration: Predictive and autonomous supply chain management

Adaptive and flexible biopharma supply chain networks can enable real-time visibility into material and product flow, allowing for the prediction of issues and disruptions and autonomous mitigatation of risk. Such predictive and autonomous supply chain management can improve processes across the value stream from forecasting demand to tracking products in transit. This could reduce lead times, processes, and oversight costs, and optimize supply chain planning. 

Enabling such a north star requires targeted investments in digital technologies such as AI, IoT, and others (see figure 11), coupled with a series of transformative shifts including:

case study of pharmaceutical companies

Most (76%) supply chain leaders we surveyed report that their organizations are already prioritizing investments in AI today and are likely to continue to do so. However, less than 50% see investments in IoT and data lakes—likely essential for enhancing supply chain visibility—as a priority over the next five years. Supply chain leaders also highlighted lowering customer cycle time (67%), reducing lead times (57%), and improving delivery time accuracy (52%) as the top value levers realizable through digital technology investments.

case study of pharmaceutical companies

North star aspiration: Precision experiences for patients and partners

AI-driven engagement recommendations, connected patient, and health care provider (HCP) platforms provide patients and partners (e.g., payers, HCPs) timely access to relevant content and treatments. Such a north star could hyperpersonalize value stream processes from drug launch to postmarketing surveillance. This could increase patient conversion and long-term adherence, support virtualized sales forces, and maximize care outcomes. 

Bringing to life precision experiences for patients and partners (HCPs and payers) requires biopharma companies to undertake purposeful digital innovation (see figure 13), accompanied by a series of transformative shifts within the commercial function, including: 

case study of pharmaceutical companies

Within the commercial function, survey results suggest that most organizations are already prioritizing investing in AI (82%) and cloud computing (68%), key digital innovations to create a foundation for precision experiences. Surveyed leaders from this function believe digital could positively impact sales team effectiveness (80%), increase customer conversion rates (76%), and broaden access channels (64%).

Surveyed companies face challenges in executing leapfrog digital innovation 

Our research shows that, before attempting leapfrog digital innovation, organizations should solve fundamental issues around funding, strategy, and talent. Today, funding for digital innovations comes from sources such as organizational leadership, functional area budgets, innovation groups, or a mix of those. Close to 60% of survey respondents say dedicated funding is needed to accelerate their organization’s digital innovation efforts. Also, most respondents (55%) say their organization lacks a centralized group to remit funds and to proliferate digital innovation. Simply investing in individual projects or sustaining existing investments is likely to only power incremental innovation. There is a need to change the old ways of thinking and put in place new budgeting processes to help enable leapfrog digital innovation.

case study of pharmaceutical companies

Almost half of our respondents believe their organization needs a better strategy to support digital innovation. Leaders need to shift away from viewing technology investments as part of five-year strategic road maps and think more cohesively about these technologies as they can facilitate enterprisewide digital transformation (for more, see Deloitte’s research on enterprise digital transformation a competitive necessity ).

Close to half (47%) believe that their organization needs to acquire the right talent to accelerate digital innovation—especially, data engineers, cloud specialists, data scientists, and other technology experts. Biopharma companies are competing not only with innovative technology brands but incumbents in other industries—which are also undertaking digitalization—to attract and retain such talent. A few organizations have set up digital innovation hubs in nontraditional locations to access digital innovation capabilities, solutions, and talent. Takeda, for instance, set up an innovation hub in Helsinki to support startups and companies creating AI and digital health solutions. 18

“Well, you’re never going to have as many data scientists as you want. And it’s not just those specializing in data science—it’s data engineering, cloud engineering, and domain expertise.” 

—Jim Swanson, chief information officer, Johnson & Johnson. 19

Deloitte’s 2020 Global Human Capital Trends cross-industry survey found that while 74% of organizations recognize that reskilling of the workforce is important for their success, only 10% are ready to address it. 20  Like organizations across other industries, biopharma companies may also be struggling with the significant effort involved in reskilling the workforce as digital technologies are integrated into business operations.

case study of pharmaceutical companies

Call to action: Winning with leapfrog digital innovation

Pursuing leapfrog digital innovation, weaving it into the fabric of business operations, and using it to gain an edge in the market is easier said than done. While there is no one-size-fits-all answer, we have captured some insights from our experience in helping biopharma organizations with digital innovation, which we believe could help organizations win with leapfrog digital innovation.

Establish your leapfrog innovation value streams and north stars 

What is your winning aspiration?  To navigate in the changing environment, it is important to identify value streams and functional north star aspirations to serve as building blocks for an enterprisewide digital innovation blueprint. 

Key actions

Develop a purposeful digital innovation portfolio

What will it take to achieve your north stars.

Every north star aspiration is different. It is critical to understand the myriad of operational, environmental, and technological factors at play, to develop a successful portfolio of digital innovation investments. Our experience suggests that successful portfolios do not reflect random acts of innovation that result in countless proofs of concept, but a series of purposeful investments that cohesively build on each other to create transformational experiences and value to realize north star aspirations. 

Determine your innovation archetype

How will you develop the innovation portfolio.

Most technologies and talent behind the latest digital innovations are nurtured by startups, academic institutions, big technology companies, and consultancies. Biopharma companies should rethink their IT approach to access innovation at its source. They could employ one or more the archetypes to help drive speed and scale of execution.

Design your operating model 

How will you execute and scale? 

Weaving digital innovation into the fabric of the business requires lockstep coordination between IT, business, and innovation partners. This necessitates an operating model built on the chosen innovation archetype or archetypes. 

Many successful organizations have established operating models where dedicated digital innovation resources are situated in between business and IT, often in a center of excellence. This has helped translate business north stars into technological needs, agilely manage investment portfolios, and rapidly collaborate with external partners. Organizations may also need to make important trade-offs on business priorities to help ensure adequate funding for digital innovation while also reimagining traditional IT budgeting processes.

Conclusion: Choosing your path at the digital innovation inflection point

The pandemic forced biopharma companies to prioritize digital innovation, instill it into every aspect of work, and use it to transform the experiences of patients and partners. However, the momentum and importance of digital innovation isn’t slowing down—it’s accelerating to become a new competitive advantage for organizations. 

The industry is at an inflection point where enterprises can either choose to meet the moment and double down on digital innovation investments through leapfrog digital innovation or decelerate and accept the risk of digital inferiority.

Let’s make this work.

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Acknowledgments

Project team: Clifford Zhang has made invaluable contributions including analyzing survey data, interpreting results and providing his expertise and experience to crafting sections of the whitepaper. Apoorva Singh wrote up case studies and created graphs and charts.

The authors would also like to thank Tom Yang , Neil Lesser , Jonathan Fox , Clifford Zhang , Amy Cheung , Lakshman Pernenkil , Andy Bolt , Lynn Sherry , Richa Malhotra , Laura DeSimio , Zion Bereket , and the many others who contributed to the success of this project.

This study would not have been possible without our research participants who took part in the 2021 Biopharma Digital Innovation Survey.

Cover image by:  Steffanie Lorig

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European Pharmaceutical Manufacturer

The importance of improving organisational sustainability

by Shivshankar S.R

10 March 2023

In this case study from ACG, Shivshankar S.R, CEO of  ACG Pharmapack , delves into the ESG strategy that ACG is implementing to improve its organisational sustainability and the requirements needed to ensure its success: education, communication and innovation.

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Key insights:

Underpinning business growth with ESG values 

With an increased call for accountability from markets and stakeholders alike, companies need to be addressing environmental, social, and governance (ESG) in a strategic and integrated manner aligned with their business as a whole, rather than undertaking ad-hoc initiatives. It’s important to flag that an effective, holistic ESG strategy can actually help - as opposed to hinder - companies to focus on increasing competitiveness, growth and revenues.

When it comes to formalising environmental initiatives, it is helpful to consider every part of the manufacturing process. Initiatives like investing in R&D to reduce the carbon footprint of any proprietary materials can not only help meet regulatory requirements and ESG goals but can also prove advantageous to the business.

Committed to reducing our carbon footprint by 20% year on year ACG Films & Foils, we have adopted a number of initiatives, including:

Creating mindset changes

Involving the wider stakeholder community is also an important element of any holistic ESG strategy. Including investors and suppliers through to employees and customers has a far-reaching impact across the entire supply chain. To ensure a successful rollout and cultural and mindset shift, it is vitally important for manufacturers to provide consistent and straightforward communication across their entire stakeholder community.

Keeping early initiatives simple and making them easy to follow can help with communications and instigate behavioural change. It can also help pave the way toward more strategic, cost-saving initiatives. For example, replacing the traditional motors (IE2) with energy efficient motors (IE3), using colour-coded bins for segregation of waste at the source and reducing the plastic consumption by changing plastic cores.

Transparency and clarity have a direct bearing on success, as well. It is all about being in harmony with your environment, which for some key stakeholders may be the plant they work in. At our own plants, we encourage openness and interaction with our clients – inviting them to see the operation, and specifically the sustainability measures being put into place, such as practices around zero usage of fresh water. We also work alongside our customers on product design, focusing on recycling and the operational elements required to manage this.

Diversity and inclusion are also important elements of an ESG strategy and leaders need to take care to ensure that their day-to-day actions do not create or reinforce biases. A uniform code of conduct and an agreed set of values should underpin ethical standards and exchanges, transcending all levels of the business.

Handling resistance 

As with any change, businesses will encounter resistance, which is why keeping all stakeholders informed and providing an outlet for communication, education and questions is vital. This approach also helps to bust myths and demystify ESG and the change process as a whole.

Conducting workshops for employees to generate ideas for reusing, recycling and upcycling, as well as attending seminars and exhibitions on sustainable practices are two ways you can cut through multiple layers of organisational biases relating to areas such as increased costs or fears of cultural change. And working with suppliers who have a shared set of values for your business is essential.

Looking at the new  Extended Producers Responsibility (EPR) packaging waste requirements  as an example, it is clear that a firm commitment from all parties is required to meet these more stringent data and recycling regulations. As manufacturers get to grips with the new rules, we will likely see that many large multinationals have already bought in, but it isn’t unusual to hear of smaller players dealing with resistance from customers.

To help combat this, engage communication with customers, suppliers, Producers Responsibility Organisations (PROs), and Plastic Waste Processors (PWPs) early in the process to understand the current regulations and future obligations that we need to be met and fulfilled.

‘Contained, continuous and connected’ manufacturing

When it comes to becoming more sustainable, it can help manufacturers to view the process from a design perspective. Take a ‘value engineering’ approach and systemically analyse the elements of various functions to lower the cost of goods, products and services. Putting mechanisms in place to conserve resources like water and fuel helps to link growth with sustainability. 

ACG’s PaperPod is an example of using design-led thinking, the initial idea was to introduce a completely compostable blister (base and lid) of new stream material: Cellulose Paper. So far, we have completed the lab scale and scale-up trials, and the next stage will be to connect with customers, start sampling and, ultimately, commercialise the product.

Implementing a people and planet-friendly ESG strategy across a global business requires joined-up thinking, clear processes and regular, straightforward communication. Being open to new ideas from across your stakeholder community helps not only to identify more sustainable materials but can also lead to reducing costs and better ways of working.

© Rapid Life Sciences Ltd, a Rapid News Group Company. All Rights Reserved.

Making quality assurance smart

For decades, outside forces have dictated how pharmaceutical and medtech companies approach quality assurance. The most influential force remains regulatory requirements. Both individual interpretations of regulations and feedback received during regulatory inspections have shaped quality assurance systems and processes. At the same time, mergers and acquisitions, along with the proliferation of different IT solutions and quality software, have resulted in a diverse and complicated quality management system (QMS) landscape. Historically, the cost of consolidating and upgrading legacy IT systems has been prohibitively expensive. Further challenged by a scarcity of IT support, many quality teams have learned to rely on the processes and workflows provided by off-the-shelf software without questioning whether they actually fit their company’s needs and evolving regulatory requirements.

In recent years, however, several developments have enabled a better way. New digital and analytics technologies make it easier for quality teams to access data from different sources and in various formats, without replacing existing systems. Companies can now build dynamic user experiences in web applications at a fraction of the cost of traditional, enterprise desktop software; this development raises the prospect of more customized, user-friendly solutions. Moreover, regulators, such as the FDA, are increasingly focused on quality systems and process maturity. 1 MDIC Case for Quality program. The FDA also identified the enablement of innovative technologies as a strategic priority, thereby opening the door for constructive dialogue about potential changes. 2 Technology Modernization Action Plan, FDA.

Smart quality at a glance

“Smart quality” is a framework that pharma and medtech companies can apply to redesign key quality assurance processes and create value for the organization.

Smart quality has explicit objectives:

The new ways in which smart quality achieves its objectives can be categorized in five building blocks (exhibit).

To learn more about smart quality and how leading companies are reimagining the quality function, please see “ Smart quality: Reimagining the way quality works .”

The time has arrived for pharmaceutical and medtech companies to act boldly and reimagine the quality function. Through our work on large-scale quality transformation projects and our conversations with executives, we have developed a new approach we call “smart quality” (see sidebar, “Smart quality at a glance”). With this approach, companies can redesign key quality processes and enable design-thinking methodology (to make processes more efficient and user-friendly), automation and digitization (to deliver speed and transparency), and advanced analytics (to provide deep insights into process capability and product performance).

The quality assurance function thereby becomes a driver of value in the organization and a source of competitive advantage—improving patient safety and health outcomes while operating efficiently, effectively, and fully aligned with regulatory expectations. In our experience, companies applying smart quality principles to quality assurance can quickly generate returns that outweigh investments in new systems, including line-of-sight impact on profit; a 30 percent improvement in time to market; and a significant increase in manufacturing and supply chain reliability. Equally significant are improvements in customer satisfaction and employee engagement, along with reductions in compliance risk.

Revolutionizing quality assurance processes

The following four use cases illustrate how pharmaceutical and medtech companies can apply smart quality to transform core quality assurance processes—including complaints management, quality management review, deviations investigations, and supplier risk management, among others.

1. Complaint management

Responding swiftly and effectively to complaints is not only a compliance requirement but also a business necessity. Assessing and reacting to feedback from the market can have an immediate impact on patient safety and product performance. Today, a pharmaceutical or medtech company may believe it is handling complaints well if it has a single software deployed around the globe for complaint management, with some elements of automation (for example, flagging reportable malfunctions in medical devices) and several processing steps happening offshore (such as intake, triage, and regulatory reporting).

Yet, for most quality teams, the average investigation and closure cycle time hovers around 60 days—a few adverse events are reported late every month, and negative trends are addressed two or more months after the signals come in. It can take quality assurance teams even longer to identify complaints that collectively point to negative trends for a particular product or device. At the same time, less than 5 percent of incoming complaints are truly new events that have never been seen before. The remainder of complaints can usually be categorized into well-known issues, within expected limits; or previously investigated issues, in which root causes have been identified and are already being addressed.

The smart quality approach improves customer engagement and speed

By applying smart quality principles and the latest technologies, companies can reduce turnaround times and improve the customer experience. They can create an automated complaint management process that reduces costs yet applies the highest standards:

To transform the complaint management process, companies should start by defining a new process and ensuring it meets regulatory requirements. The foundation for the new process can lie in a structured event assessment that allows automated issue categorization based on the risk level defined in the company’s risk management documentation. A critical technological component is the automation of customer complaint intake; a dynamic front-end application can guide a customer through a series of questions (Exhibit 1). The application captures only information relevant to a specific complaint evaluation, investigation, and—if necessary—regulatory report. Real-time trending can quickly identify signals that indicate issues exceeding expected limits. In addition, companies can use machine learning to scan text and identify potential high-risk complaints. Finally, risk-tailored investigation pathways, automated reporting, and customer response solutions complete the smart quality process. Successful companies maintain robust procedures and documentation that clearly explain how the new process reliably meets specific regulatory requirements. Usually, a minimal viable product (MVP) for the new process can be built within two to four months for the first high-volume product family.

In our experience, companies that redesign the complaint management process can respond more swiftly—often within a few hours—to reduce patient risk and minimize the scale and impact of potential issues in the field. For example, one medtech company that adopted the new complaint management approach can now automatically assess all complaints and close more than 55 percent of them in 24 hours without human intervention. And few, if any, reportable events missed deadlines for submission. Now, subject matter experts are free to focus on investigating new or high-risk issues, understanding root causes, and developing the most effective corrective and preventive actions. The company also reports that its customers prefer digital interfaces to paper forms and are pleased to be updated promptly on their status and resolution of their complaints.

2. Quality management review

Real-time performance monitoring is crucial to executive decision making at pharmaceutical and medtech companies. During a 2019 McKinsey roundtable discussion, 62 percent of quality assurance executives rated it as a high priority for the company, exceeding all other options.

For many companies today, the quality review process involves significant manual data collection and chart creation. Often, performance metrics focus on quality compliance outcomes and quality systems—such as deviation cycle times—at the expense of leading indicators and connection to culture and cost. Managers and executives frequently find themselves engaged in lengthy discussions, trying to interpret individual metrics and often missing the big picture.

Although many existing QMS solutions offer automated data-pull and visualization features, the interpretation of complex metric systems and trends remains largely a manual process. A team may quickly address one performance metric or trend, only to learn several months later that the change negatively affected another metric.

The smart quality approach speeds up decision making and action

By applying smart quality principles and the latest digital technologies, companies can get a comprehensive view of quality management in real time. This approach to performance monitoring allows companies to do the following:

To transform the process, companies should start by reimagining the design of the process and settling on a set of metrics that balances leading and lagging indicators. A key technical enabler of the system is establishing an interconnected metrics structure that automates data pull and visualization and digitizes analysis and interpretation (Exhibit 2). Key business processes, such as regular quality management reviews, may require changes to include a wider range of functional stakeholders and to streamline the review cascade.

Healthcare companies can use smart quality to redesign the quality management review process and see results quickly. At one pharmaceutical and medtech company, smart visualization of connected, cross-functional metrics significantly improved the effectiveness and efficiency of quality management review at all levels. Functions throughout the organization reported feeling better positioned to ascertain the quality situation quickly, support decision making, and take necessary actions. Because of connected metrics, management can not only see alarming trends but also link them to other metrics and quickly align on targeted improvement actions. For example, during a quarterly quality management review, the executive team linked late regulatory reporting challenges to an increase in delayed complaint submissions in some geographic regions. Following the review, commercial leaders raised attention to this issue in their respective regions, and in less than three months, late regulatory reporting was reduced to zero. Although the company is still in the process of fully automating data collection, it has already noticed a significant shift in its work. The quality team no longer spends the majority of its time on data processing but has pivoted to understanding, interpreting, and addressing complex and interrelated trends to reduce risks associated with quality and compliance.

Healthcare companies can use smart quality to redesign the quality management review process and see results quickly.

3. Deviation or nonconformance investigations

Deviation or nonconformance management is a critical topic for companies today because unaddressed issues can lead to product recalls and reputational damage. More often, deviations or nonconformances can affect a company’s product-release process, capacity, and lead times. As many quality teams can attest, the most challenging and time-consuming part of a deviation or nonconformance investigation is often the root cause analysis. In the best of circumstances, investigators use a tracking and trending system to identify similar occurrences. However, more often than not, these systems lack good classification of root causes and similarities. The systems search can become another hurdle for quality teams, resulting in longer lead times and ineffective root cause assessment. Not meeting the standards defined by regulators regarding deviation or nonconformance categorization and root cause analysis is one of the main causes of warning letters or consent decrees.

The smart quality approach improves effectiveness and reduces lead times

Our research shows companies that use smart quality principles to revamp the investigation process may reap these benefits:

In our experience, advanced analytics is the linchpin of transforming the investigation process. The most successful companies start by building a real-time data model from local and global systems that continuously refreshes and improves the model over time. Natural language processing can generate additional classifications of deviations or nonconformances to improve the quality and accuracy of insights. Digitization ensures investigators can easily access graphical interfaces that are linked to all data sources. With these tools in place, companies can readily identify the most probable root cause for deviation or nonconformance and provide a fact base for the decision. Automation also frees quality assurance professionals to focus on corrective and preventive action (Exhibit 3).

Pharmaceutical and medtech companies that apply these innovative technologies and smart quality principles can see significant results. Our work with several companies shows that identifying, explaining, and eliminating the root causes of recurring deviations and nonconformances can reduce the overall volume of issues by 65 percent. Companies that use the data and models to determine which unexpected factors in processes and products influence the end quality are able to control for them, thereby achieving product and process mastery. What’s more, by predicting the most likely root causes and their underlying drivers, these companies can reduce the investigation cycle time for deviations and nonconformances by 90 percent.

4. Supplier quality risk management

Drug and medical device supply chains have become increasingly global, complex, and opaque as more pharmaceutical and medtech companies outsource major parts of production to suppliers and contract manufacturing organizations (CMOs). More recently, the introduction of new, complex modalities, such as cell therapy and gene editing, has further increased pressure to ensure the quality of supplier products. Against this backdrop, it is critical to have a robust supplier quality program that can proactively identify and mitigate supplier risks or vulnerabilities before they become material issues.

Today, many companies conduct supplier risk management manually and at one specific point in time, such as at the beginning of a contract or annually. Typically, risk assessments are done in silos across the organization; every function completes individual reports and rarely looks at supplier risk as a whole. Because the results are often rolled up and individual risk signals can become diluted, companies focus more on increasing controls than addressing underlying challenges.

The smart quality approach reduces quality issues and optimizes resources

Companies that break down silos and apply a more holistic risk lens across the organization have a better chance of proactively identifying supplier quality risks. With smart quality assurance, companies can do the following:

Current technologies make it simpler than ever to automatically collect meaningful data. They also make it possible to analyze the data, identify risk signals, and present information in an actionable format. Internal and supplier data can include financials, productivity, and compliance metrics. Such information can be further enhanced by publicly available external sources—such as regulatory reporting, financial statements, and press releases—that provide additional insights into supplier quality risks. For example, using natural language processing to search the web for negative press releases is a simple yet powerful method to identify risks.

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Once a company has identified quality risks, it must establish a robust process for managing these risks. Mitigation actions can include additional monitoring with digital tools, supporting the supplier to address the sources of issues, or deciding to switch to a different supplier. In our experience, companies that have a deep understanding of the level of quality risk, as well as the financial exposure, have an easier time identifying the appropriate mitigation action. Companies that identify risks and proactively mitigate them are less likely to experience potentially large supply disruptions or compliance findings.

Many pharmaceutical and medtech companies have taken steps to improve visibility into supplier quality risks by using smart quality principles. For example, a large pharmaceutical company that implemented this data-driven approach eliminated in less than two years major CMO and supplier findings that were identified during audits. In addition, during the COVID-19 pandemic, a global medtech company was able to proactively prevent supply chain disruptions by drawing on insights derived from smart quality supplier risk management.

Getting started

Pharmaceutical and medtech companies can approach quality assurance redesign in multiple ways. In our experience, starting with two or three processes, codifying the approach, and then rolling it out to more quality systems accelerates the overall transformation and time to value.

Smart quality assurance starts with clean-sheet design. By deploying modern design techniques, organizations can better understand user needs and overcome constraints. To define the solution space, we encourage companies to draw upon a range of potential process, IT, and analytics solutions from numerous industries. In cases where the new process is substantially different from the legacy process, we find it beneficial to engage regulators in an open dialogue and solicit their early feedback to support the future-state design.

Once we arrive at an MVP that includes digital and automation elements, companies can test and refine new solutions in targeted pilots. Throughout the process, we encourage companies to remain mindful of training and transition planning. Plans should include details on ensuring uninterrupted operations and maintaining compliance during the transition period.

The examples in this article are not exceptions. We believe that any quality assurance process can be significantly improved by applying a smart quality approach and the latest technologies. Pharmaceutical and medtech companies that are willing to make the organizational commitment to rethink quality assurance can significantly reduce quality risks, improve their speed and effectiveness in handling issues, and see long-term financial benefits.

Note: The insights and concepts presented here have not been validated or independently verified, and future results may differ materially from any statements of expectation, forecasts, or projections. Recipients are solely responsible for all of their decisions, use of these materials, and compliance with applicable laws, rules, and regulations. Consider seeking advice of legal and other relevant certified/licensed experts prior to taking any specific steps.

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Insulin: a case study for why we need a public option in the pharmaceutical industry

By Dana Brown and Elizabeth Pfiester Sept. 10, 2019

Banting And Best

W hen Frederick Banting, Charles Best, and James Collip filed for a U.S. patent on insulin in 1923 and sold it to the University of Toronto for $1 each, they did it because, as Best once said , “insulin belongs to the world.”

They also believed that securing the patent was a form of publication, and wrote to the university president , “When the details of the method of preparation are published anyone would be free to prepare the extract, but no one could secure a profitable monopoly.”

Sadly, they were mistaken.

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Today, three companies — Eli Lilly, Novo Nordisk, and Sanofi Aventis — control virtually the entire global market for insulin. This oligopoly, which may have colluded to fix insulin prices , charges exorbitant amounts for a medicine that people with type 1 diabetes cannot live without. Since the 1990s, they have raised the price of insulin more than 1,200% .

Related: Novo Nordisk offers programs to lower insulin costs as pressure over pricing mounts

In the past few years we’ve learned about the tragic and preventable deaths of 20-somethings who simply couldn’t afford their insulin, even with insurance. Diabetes-related complications like amputations are on the rise again after decades of decline, and many people who depend on insulin to survive are sacrificing their rent, their cars, and their dignity just to get by.

It’s an unconscionable evolution for a drug developed almost a century ago in a public lab, in the public interest. How did it come to this?

The private pharmaceutical industry has every incentive to game the patent system, extract the highest prices it can, and delay the market entry of competitor drugs as long as possible. With the largest lobby in Washington and a well-oiled revolving door to its regulators — hello, Alex Azar! — large pharmaceutical companies have deftly evaded attempts to rein in their excesses. That’s how Eli Lilly, Novo Nordisk, and Sanofi Aventis have managed to keep their stranglehold on insulins and charge ever-higher prices for years.

In addition to having potentially catastrophic effects on the lives of patients, profit-maximizing strategies responsible for these eye-watering price tags also result in differential pricing practices with discriminatory effects, unnecessary financial strain on the U.S. health care system, and contribute to growing corporate power over our democracy. But as one of us (D.B.) argues in a report released Tuesday , if we act now to institute a public option for pharmaceuticals, we could ensure that this terrible story is never repeated.

By public option we mean the creation or expansion of publicly owned institutions to function across the entire pharmaceutical supply chain — from research and development to manufacturing to wholesale and distribution — in order to assure a safe, consistent, and accessibly priced supply of essential medicines.

It is sorely needed because the private pharmaceutical industry is failing us on a number of fronts. It operates on an extractive model that contributes to inequality and increasingly produces drug shortages , inefficiency, lagging innovation , misinformation and misuse of medications, and, most famously, the world’s highest drug prices.

Related: Vertex’s next act: a billion-dollar bet on a cure for type 1 diabetes

Essential medicines like insulin, antibiotics, anti-allergy medicines, and more could and should be developed and sold by public institutions in the public interest. A number of other countries, including Sweden, Brazil, Thailand, and Cuba, have successful publicly owned pharmaceutical companies spanning any and all links in the supply chain. It’s high time the U.S. joins their ranks. Moreover, Americans across the political spectrum already support public production of essential medicines.

The incentives for a pharmaceutical industry in the public sector would be radically different than for a pharmaceutical industry in the private sector. Free from the need to satisfy hungry shareholders with ever-higher quarterly returns, public pharmaceutical companies could be designed to ensure that public health needs are the priority.

In fact, the public already funds the majority of the basic research leading to the development of new drugs in the U.S. through the National Institutes of Health and other public entities. Directing those funds to public institutions specifically designed to develop new essential medicines based on society’s greatest needs would be more efficient and effective at ensuring we get true innovation, and not a glut of “me-too” drugs structurally similar to existing products.

A public pharmaceutical R&D institute could patent its inventions and keep them in a public-interest patent pool in order to stimulate further scientific advancement and safeguard those advances from profiteers, thereby securing long-term affordable access to the medicines developed. The private pharmaceutical sector would be welcome to compete with this public sector on the development and production of essential medicines, or it could choose to focus on lifestyle drugs.

Publicly owned manufacturers at the state, local, and regional levels could make new medicines developed by a national R&D institute and also produce low-cost generics. These manufacturers would then work with publicly owned wholesale distributors to assure the medications are available at hospitals and retail pharmacies nationwide — all at the same low price. It could even leverage existing public institutions like the U.S. Postal Service and the Veterans Health Administration, both of which have important experience in pharmaceutical distribution, to ensure that cost-effective medications are delivered directly to patients and clinics in every community.

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Unlike private pharmaceutical companies, publicly owned pharmaceutical companies would be subject to existing transparency laws for public entities and could be further required to publish their prices — or even charge all purchasers the same price. By doing so, they could significantly improve transparency in the entire pharmaceutical supply chain, giving citizens and lawmakers real information about where the money goes when medications are bought, empowering everyone to make more informed decisions about future policy and regulations.

Pharmaceutical science’s promise — that it can, through human ingenuity, end or treat the diseases our flesh is heir to — is a modern miracle. But keeping this miraculous promise for everyone means we need to rethink at a fundamental level an industry content to let our friends and families die in the service of its bottom line.

Dana Brown is the director of the Next System Project at the Democracy Collaborative and author of the report “ Medicine for All : The Case for A Public Option in the Pharmaceutical Industry.” Elizabeth Pfiester is the founder and executive director of T1International , a global, patient-led advocacy organization fighting for affordable access to insulin and supplies.

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case study of pharmaceutical companies

Excellent article!! Although I trained in psychiatry, I found far more success treating patients with psychotherapy than drugs. Helping people understand themselves and their lives was not only enjoyable but was very productive. Unfortunately drug companies produced misleading advertising convincing psychiatry that emotional disorders were due to brain disorders, and drugs were necessary to correct these physical disorders. They have made huge sums from this, and probably caused the epidemic of mental illnesses and addictions that we see today.

It’s no mystery as to why prices are cheaper in other countries. These countries refuse to pay a reasonable price for innovation and they mooch off the US prices. At non-US prices, no new discoveries would be made. The US is paying for worldwide pharmaceutical innovation. Companies are faced with a choice regarding non-US prices: a) accept prices which are below the full cost (including R&D) of the product but above the marginal cost of producing an additional product (i.e., they don’t lose any money on internatonal sales, but they don’t make enough for survival as a research based company) or b) denying people products they desperately need. The companies take the ethical position and sell below full cost in international markets. If they lowered US prices to international levels they would go out of business. Yes, the international markets need to pay more and the US less, but an individual company cannot solve this dilemma on its own. It will take trade negotiations between governments. But as the president is learning, these countries have mooched off the US for so long, they are not simply going to stop.

“Horse flop” is what that “op-ed” is. To wit:

1. The insulin of the distant past, is not the insulin of today.

2. There are two major types of insulin today. Op-ed does NOT explain — it is beyond worthless.

3. The “inventors,” they “gave” their work away? Bull. They were employees. They had ZERO inventive rights of ownership. Look it up, you’ll learn something.

4. “Public option?” Like Solyndra? Another $500,000,000 loss? Are they insane? Have they lost their minds?

5. There is ZERO mention of the FAILURE rate in clinical trials. Even more Solyndras? Even Communist Russia and Communist China will not do that!

6. It appears clear, the “writers” have ZERO experience, actually MAKING pharms. They know nothing. Why should anyone sane, follow them?

The Democrats will ruin USA medicine, which has subsidized global medicine for 75 years.

They will never succeed. They cannot force and coerce others to bend to their inexperience and low-quality education. Just try, we dare you.

Need to be more specific when we quote prices. A consumer can get a vial of insulin at Walmart for $25 a vial. The average price for Novolin was $93 in quarter 2, 2019. Most of these costs are covered by insurance. If they can, Canadians come to the US for series healthcare treatment.

A few points:

* There is no company named Sanofi Aventis.

* Novo, Lilly, and Sanofi all sell their products in (most) other countries at greatly reduced prices. It could be that they hate the US. More likely, it is the fact that the US — despite our love of capitalism — has created a non-competitive market that favors pharma, device makers, and even hospitals.

* Setting up a shadow pharma industry seems like a horrible idea. First, there are literally thousands of life-preserving pharmaceutical products and new ones entering the market every month (to say nothing of devices). Second, even a publicly owned pharma company can’t violate a private companies “patent thicket”. Third, while government funds pay for a lot of the basic research (relatively cheap), industry pays for clinical research (very expensive).

* But, you’re right, we need reform. It is up to us to vote in politicians that will reform the system. Cutting costs by half should be easy. Just do what other countries do.

The real collusion is between our government and our corrupt politicians. As a great nation we deserve better than this. How is it possible that our youth dies because of greed from the same people that took a hippocratic oath but then sold out to greedy profiteers. In Canada a much less wealthy country ours you can buy a retail vial of insulin for as little as $25 compared to upward of $300. Where are the antitrust collusion laws. Sadly our politicians do not work for us and young people are allowed to die because they cant aford the cost of a daily life saving medication. Shame on our government.

That’s absolute WRONG.

Generic insulin is available at Walmart for $25/vial.

Newly-invented digital insulin is priced differently.

It was a pleasure, correcting your errors of fact. You are welcome.

It would be nice if you checked your facts before writing this article. There are numerous false statements, starting with the premise that anyone has patent control over insulin. Generic insulin as well as biosimilars insulin analogs are available on the market at greatly reduced prices from the latest patent protected products. These products arguably include the gold (glargine). Another statement, presented as fact without any evidence, is that these companies “colluded to fix insulin prices.” A link brings you to a politically driven lawsuit which likewise lacks any facts. If we want to control pharmaceutical prices, which we need to do, we need to agree to start speaking factually and not with a series of false statements meant to drive anger and not solutions.

It would be interesting to see what rebates are paid to the PBM’s for insulin placement on their formulary and after backing out the rebates what the net cost of insulin truly is. I agree that just three manufacturers leads one to believe a monopoly however there is more to prescription pricing than what the drug companies charge….it is ultimately what is paid.

@John McDonald, I couldn’t agree more. With PBMs acting as a black box for pricing, how can you really know if a medication’s true price? I am unsure, but do PBMs exist in Europe or places other than the US?

” .. how can you really know if a medication’s true price?”

How utterly absurd. One just “google’s” for the information. Medical care is one of the most heavily-regulated sectors in the world. It is awash in data. Any competent high school graduate can find the data — how did ESPN and porno become so big? With DATA trails ..

This truly has been a waste of effort, time and resources.

Comments are closed.

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case study of pharmaceutical companies

Leading Pharma Company Uses AR to Transform On-the-Job Training

AR-pharma-case-study-295x120

To reduce error and improve productivity on the factory floor, a leading global pharmaceutical company needed to streamline training and eliminate manual SOP management.

The Manufacturer: An Industry-leading Pharmaceutical Company

With billions in USD in revenue and thousands of employees, they are one of the world’s leading pharmaceutical companies. Their product portfolio includes many of the world’s best-known medicines and vaccines. Every day, their employees strive to set the standard for quality, safety and value in the manufacture of healthcare products across globally diverse markets.

Background: Paper-based SOPs Affecting Factory Productivity

Pharmaceutical manufacturing is rapidly increasing in complexity. This requires more intricate procedures, the need for effective training and more demand for knowledge retention from front-line workers. Lengthy standard operating procedures (SOPs) and “read-and-understands” are a core part of training, but to the new digitally inclined workforce, can seem redundant and difficult to follow. Introducing new technology is required to keep their workforce engaged, motivated and productive, but can prove challenging in a highly regulated, quality-driven environment.

According to the customer, new workers are tasked with learning 250 SOPs before being allowed on the factory floor. By having strong work aides to accompany SOPs, this allows workers to be trained more efficiently resulting in more confidence, greater knowledge retention, less training time, more productivity, and fewer errors. This global industry leader was looking for ways to improve productivity and reduce operating costs, especially around managing their thousands of SOPs.

The Challenge: Operator Error and Manual SOP Management

Biggest Challenges

Technical experts are in short supply, but their knowledge is in high demand. They are frequently pulled away from their core duties for new hire training and for troubleshooting upsets caused by operator error. As part of an industry with a high turnover rate, improving operator training can materially impact factory productivity.

Two factors made their processes more prone to operator error. The first was the difficulty to locate and update their thousands of SOPs in a timely fashion. And the other factor was the inherent difficulty in following paper-based SOPs for more intricate procedures like line clearance. These factors also contributed to increased downtime and scrap material.

The current methods for trying to capture expert knowledge and manage SOPs are inadequate – there are too many procedures and not enough context or knowledge retention to make the SOPs effective.

AR-pharma-1100x660

The initial driver of this project was reducing scrap around line clearances – when the vessels and piping are cleaned out for the next batch product. With frontline workers following paper-based SOPs for such a complex process, they typically end up scrapping 10% of their product yield, while executing slower and with room for improvement. These factors are costing the company millions of dollars in unrecoverable product and time.

To this end, their goals are to effectively capture expert knowledge, improve training, reduce operational errors and scrap, and find a better way to improve their thousands of SOPs with work aides.

The Approach: Tested Different Augmented Reality Software Solutions

This global pharmaceutical company started looking for guided instruction-type software, specifically using augmented reality (AR) or assisted reality. They compared a few different vendors, testing each on-site with their workers and innovation team.

Some of the criteria they look at were:

After trying out the different AR solutions, everyone agreed that PTC’s Vuforia Expert Capture was by far the best user experience. One of their experts said, “I can’t believe how easy this is.” They were up and running within 20 minutes.

Partnering with PTC, they started with production use case identification, discussed execution around hardware procurement and training, and came up with ideas on how to sustain and scale this solution within their organization

Use Cases: Where Vuforia Expert Capture Solution Adds Value

There are two use cases where this solution provides immense value:

These two use cases support the company on multiple facets – just-in-time operator training, better SOP management, more effective manufacturing and lab procedures – and empower their workers to get the job done right the first time.

case study of pharmaceutical companies

The Solution: Vuforia Expert Capture Makes Everyone an Expert

Based on the initial results and PTC’s guidance, the industry-leading company started to roll out Vuforia Expert Capture along with 2D and 3D hardware for various processes.

Vuforia Expert Capture provides an easy way to extract tacit knowledge from experts and deliver that knowledge in a digestible format to less experienced individuals. The non-expert operator can then perform the exact same steps very quickly, and with the same level of knowledge and output as the expert. Previously, the way they tried to transfer knowledge was not scalable; this solution filled that void.

For example, there was only one worker in the factory that knew a specific procedure. Typically, it would take a long time to train someone to do it effectively, however Vuforia made it possible for others in the factory to learn the procedure quickly and accurately, through contextual step-by-step augmented reality-based instructions.

The drastically enhanced SOPs can then be viewed on Microsoft HoloLens devices.

Expected Results: Save Millions on Line Clearance Activities

In today’s world, the expert spends many, many hours teaching non-experts how to do the work. With Vuforia, once the expert captures the task with a wearable, it can be turned into a digestible format in less than an hour, making it possible to cut 50% or more of their training time.

In addition, the company spends hundreds of millions of dollars each year trying to recover from the impact of improper line clearance. With Vuforia, they are expected to deliver proper and repeatable clearing of each one of their lines. This will reduce the need to scrap batches. Therefore, with the aid of PTC’s AR technology, they will save millions on line clearance activities.

The Outcome: A Less Stressful Workplace with Higher Productivity

It’s stressful when you can’t find the right SOP, and even worse when a simple mistake results in improper line clearance. Following a paper-based SOP for complex procedures like line clearance is prone to error. Technical experts are frequently called to help solve these types of problems. This global pharmaceutical company has found a better way to train workers and capture expert knowledge to minimize operator error.

With Vuforia Expert Capture currently being used at six different sites, the customer is beginning to demonstrate that SOPs can be improved. Adoption has been quick, due to Vuforia’s intuitive user experience. After implementation, they expect to reduce operating costs, streamline worker training, and make better use of their process experts’ time. Based on their testing, they will improve productivity and reduce costs that will potentially save $27M per factory.

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Analysis and optimization of two film-coated tablet production processes by computer simulation: a case study.

case study of pharmaceutical companies

1. Introduction

2. materials and methods, 2.1. employed software, 2.2. production processes.

2.3. Statistical Data Processing

3.1. model development: design and building, 3.2. model verification, 3.2.1. model logic, 3.2.2. operating schedules, 3.2.3. processing times, 3.3. model validation, 3.4. model application: optimization and evaluation of fictive shift systems, 3.4.1. establishment of models with different shift systems, 3.4.2. results of the shift systems, 4. discussion, 4.1. case study limitations, 4.2. case study outcomes, 5. conclusions, supplementary materials, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

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Hering, S.; Schäuble, N.; Buck, T.M.; Loretz, B.; Rillmann, T.; Stieneker, F.; Lehr, C.-M. Analysis and Optimization of Two Film-Coated Tablet Production Processes by Computer Simulation: A Case Study. Processes 2021 , 9 , 67. https://doi.org/10.3390/pr9010067

Hering S, Schäuble N, Buck TM, Loretz B, Rillmann T, Stieneker F, Lehr C-M. Analysis and Optimization of Two Film-Coated Tablet Production Processes by Computer Simulation: A Case Study. Processes . 2021; 9(1):67. https://doi.org/10.3390/pr9010067

Hering, Stefanie, Nico Schäuble, Thomas M. Buck, Brigitta Loretz, Thomas Rillmann, Frank Stieneker, and Claus-Michael Lehr. 2021. "Analysis and Optimization of Two Film-Coated Tablet Production Processes by Computer Simulation: A Case Study" Processes 9, no. 1: 67. https://doi.org/10.3390/pr9010067

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Sales Force Effectiveness Analytics Helps Pharma Client Increase ROI by 3.5% 

Mar 1, 2023

What You’ll Find in this Case Study:

Sales Force Effectiveness Analytics for Pharma Industry  

Sales force is one of the most effective channels to understand physicians’ and customers’ needs in the pharma industry. An in-depth analysis of sales force effectiveness is essential in developing and restructuring sales models around physician access and detailing channels. Therefore, an increasing number of pharma companies are relying on analytics to support sales force needs and find new opportunities. Sales force effectiveness analysis helps companies align various strategic goals with sales effort and enhance their sales force decisions by supporting their ongoing sales needs. 

Although sales force is an effective communication channel, pharma companies need a better way to serve physicians as per their communication choices. Quantzig’s sales force effectiveness analytics is much different from the sales analytics where the data is all about customers’ behavior and buying experience. The assessment helps allocate more promotional efforts and target new types of customers. Sales force analytics improves the quality of decisions made by salespeople, managers, and industry leaders. 

Contact us to know more about our sales force effectiveness analytics solutions.

New product sales ramp up with rising demand, product line expansion, successful innovation, and strong clinical study results. Additionally, more frequent FDA approvals, continued strong performance from key products, growing demand for pharmaceutical drugs especially for rare-to-treat diseases, and increased health care spending are some of the factors that should keep the pharmaceutical industry on track in 2018. Mergers and acquisitions (M&As) have also gone up with the tax reform in place and major players on the lookout for companies with innovative pipelines and technology. 

Gone are the days when more people meant more sales. Today, demanding customers, longer sales cycles, and the numerous hurdles in turning calls and meetings into successful sales necessitate a competent sales force. Thus, to leverage the true potential of the current sales force, sales processes must be made more efficient with the help of data-driven insights from advanced sales analytics solutions. 

The sales team is the most crucial tool in any company’s growth trajectory. This group is responsible for building customer relationships and identifying potential new business opportunities. With the help of sales analytics, organizations can optimize their sales force performance, increase their sales output, and improve client engagement and retention. 

Sales Force Effectiveness Challenges Faced by the Client  

One of the leading pharma companies that wanted to create a holistic profile of physicians needs to promote different products and stay ahead of the shifting market dynamics. Quantzig performed sales force effectiveness analysis to identify metrics to gauge the effectiveness of their existing sales force. 

The pharmaceutical industry player was spending heavily on sales force for detailing to physicians. Additionally, the ROI of the client’s expenditure was low for many salesforce personnel when measured at certain levels. As a result, the pharmaceutical industry player wanted to effectively track and measure their ROI. 

To know more about salesforce analytics for pharmaceutical industry players, request a FREE demo . 

Being a leading pharmaceutical company with a presence in over 80 countries. Our client’s current sales force comprises over 8,000 medical representatives. Headquartered in the US and generates roughly USD 550 million in annual sales. 

Although the Pharmaceutical organization has a broad range of successful products, including drugs for lowering cholesterol, anti-inflammatory drugs, they wanted to increase the reach of these products by optimizing their sales force. They also wanted to implement data-driven decision-making to transition from the old-school product-centric sales approach to a more customer-centric model. 

Revolutionary Sales Force Effectiveness Solutions for the Client  

By analyzing various sales data, physicians’ needs, and customers’ needs, Quantzig’s analytics team articulated a new sales strategy. The team captured indicators to analyze the performance management of the sales force. Our sales analytics tools helped the client develop a sales map for success. 

case study of pharmaceutical companies

Request a FREE proposal to learn more about our sales analytics solutions and how they can benefit your organization. 

With the help of Quantzig’s salesforce analytics , the pharmaceutical industry player robustly visualized their ROI through a map view at various levels. Additionally, the client gained insights into the current and past ROI and estimated their future ROI. This further helped them closely track ROI across different levels and saw an increase in ROI from 1% to 3.5%. 

Quantzig focused on implementing a sales force optimization strategy to boost the Pharmaceutical organization’s sales efforts. We integrated our automated, personalized, and interactive SFE tools and dashboards with customer behavioral patterns that generated essential insights. These insights ranged from market trends to sector-wide performance indicators, helping our partner keep up with an ever-shifting industry. 

SFE tools and dashboards also sorted relevant KPIs and identified those aligned with the company’s objectives, which helped the representatives prioritize their work. Specific KPIs were included to enhance the effectiveness of the pharmaceutical sales force, like selling skillsets; product information; listing of specialists, doctors, hospitals, and other customers; covered areas and locations; and allocated targets vs. targets achieved. 

Our performance analytics solution also helped our partner ensure a smooth transition from a product-driven sales approach to a more customer-centric pathway. 

With insightful data at disposal, our partner enhanced its sales force effectiveness and increased its ROI from 1.5% to 3.5% across different levels in FY2021-2022. Using data-driven, actionable insights also enabled them to focus on relevant customer data, optimize decision-making, enhance sales force productivity, and drive customer retention. Our AI-powered sales analytics solutions also helped our partner understand the changing healthcare market landscape and increase their competitiveness. 

To improve sales and market shares in the financial services industry, the client approached Quantzig’s team of salesforce effectiveness experts. Quantzig’s team of experts carried out extensive research to identify the leading market stakeholders across the financial services industry. To identify the challenges hampering the growth of the financial services industry, the client further built a dashboard to compile data and information across leading financial services, financial institutions, and financial newsletters. 

With the help of the sales force effectiveness solution offered by Quantzig, the client was able to benchmark the effectiveness of their sales force and improve their business performance. The sales force effectiveness engagement also helped the client address concerns related to the sales process and helped them maximize customer value. Furthermore, the engagement also helped the client improve the customer conversion rates and the sales cycle times. 

Key-Takeaways  

Tap into strategic and technical sales insights without investing in more resources. Understand customer needs and expectations better with sales force optimization. To leverage our solutions, request a free dashboard demo today!

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Stock-market futures on rise despite stronger-than-forecast boost to U.S. jobs

Press release, pharmaceutical labeling market key trends, applications & future developments to 2028.

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Mar 09, 2023 (The Expresswire) -- The " Pharmaceutical Labeling Market " study describes how the technology industry is evolving and how major and emerging players in the industry are responding to long term opportunities and short-term challenges they face. One major attraction about Pharmaceutical Labeling Industry is its growth rate. Many major technology players are [3M, Avery Dennison, Amcor, CCL Industries, Essentra, LINTEC, SATO Holdings, Advanced Labels, Allen Plastic, Axon, Clabro Label, Classic Label, Consolidated Label, Edwards Label, Jet Label, Maverick Label, MCC Label, Mercian Labels] have been looking into Pharmaceutical Labeling as a way to increase their market share and reach towards consumers.

Number of Tables and Figures : 143

What is the Pharmaceutical Labeling market growth?

Pharmaceutical Labeling Market Size is projected to Reach Multimillion USD by 2028, In comparison to 2023, at unexpected CAGR during the forecast Period 2023-2028.

Browse Detailed TOC, Tables and Figures with Charts which is spread across 114 Pages that provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.

Client Focus 1. Does this report consider the impact of COVID-19 and the Russia-Ukraine war on the Pharmaceutical Labeling market? Yes. As the COVID-19 and the Russia-Ukraine war are profoundly affecting the global supply chain relationship and raw material price system, we have definitely taken them into consideration throughout the research, and in Chapters, we elaborate at full length on the impact of the pandemic and the war on the Pharmaceutical Labeling Industry

Final Report will add the analysis of the impact of Russia-Ukraine War and COVID-19 on this Pharmaceutical Labeling Industry.

TO KNOW HOW COVID-19 PANDEMIC AND RUSSIA UKRAINE WAR WILL IMPACT THIS MARKET - REQUEST SAMPLE

This research report is the result of an extensive primary and secondary research effort into the Pharmaceutical Labeling market. It provides a thorough overview of the market's current and future objectives, along with a competitive analysis of the industry, broken down by application, type and regional trends. It also provides a dashboard overview of the past and present performance of leading companies. A variety of methodologies and analyses are used in the research to ensure accurate and comprehensive information about the Pharmaceutical Labeling Market.

Which are the driving factors of the Pharmaceutical Labeling market?

Growing demand for [Pharmaceutical Factory, Hospital, Other] around the world has had a direct impact on the growth of the Pharmaceutical Labeling

The Pharmaceutical Labeling segments and sub-section of the market are illuminated below:

Based on Product Types the Market is categorized into [Pressure-Sensitive Labels, Glue-Applied Labels, Sleeve Labels, In-Mold Labels] that held the largest Pharmaceutical Labeling market share In 2022.

Get a Sample PDF of report - https://www.precisionreports.co/enquiry/request-sample/20151956

Pharmaceutical Labeling Market - Competitive and Segmentation Analysis:

2.How do you determine the list of the key players included in the report?

With the aim of clearly revealing the competitive situation of the industry, we concretely analyze not only the leading enterprises that have a voice on a global scale, but also the regional small and medium-sized companies that play key roles and have plenty of potential growth.

Short Description About Pharmaceutical Labeling Market:

The Global Pharmaceutical Labeling market is anticipated to rise at a considerable rate during the forecast period, between 2022 and 2028. In 2021, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.

Labels are primarily printed pieces of paper, polymer, or film attached to a product, which contains important information about the product and the company.

Market Analysis and Insights: Global Pharmaceutical Labeling Market

Due to the COVID-19 pandemic, the global Pharmaceutical Labeling market size is estimated to be worth USD million in 2022 and is forecast to a readjusted size of USD million by 2028 with a CAGR of Percent during the review period. Fully considering the economic change by this health crisis, Pressure-Sensitive Labels accounting for Percent of the Pharmaceutical Labeling global market in 2021, is projected to value USD million by 2028, growing at a revised Percent CAGR in the post-COVID-19 period. While Pharmaceutical Factory segment is altered to an Percent CAGR throughout this forecast period.

The global pharmaceutical labeling market will witness moderate growth at a CAGR of more than 4Percent over the forecast period.

In terms of production side, this report researches the Pharmaceutical Labeling capacity, production, growth rate, market share by manufacturers and by region (region level and country level), from 2017 to 2022, and forecast to 2028.

In terms of sales side, this report focuses on the sales of Pharmaceutical Labeling by region (region level and country level), by company, by Type and by Application. from 2017 to 2022 and forecast to 2028.

Global Pharmaceutical Labeling Scope and Segment

Pharmaceutical Labeling market is segmented by Type and by Application. Players, stakeholders, and other participants in the global Pharmaceutical Labeling market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on production capacity, revenue and forecast by Type and by Application for the period 2017-2028.

Get a Sample Copy of the Pharmaceutical Labeling Report 2023

3.What are your main data sources? Both Primary and Secondary data sources are being used while compiling the report. Primary sources include extensive interviews of key opinion leaders and industry experts (such as experienced front-line staff, directors, CEOs, and marketing executives), downstream distributors, as well as end-users. Secondary sources include the research of the annual and financial reports of the top companies, public files, new journals, etc. We also cooperate with some third-party databases.

Geographically, the detailed analysis of consumption, revenue, market share and growth rate, historical data and forecast (2017-2027) of the following regions are covered in Chapters:

This Pharmaceutical Labeling Market Research/Analysis Report Contains Answers to your following Questions

Customization of the Report

Can I modify the scope of the report and customize it to suit my requirements?

Yes. Customized requirements of multi-dimensional, deep-level and high-quality can help our customers precisely grasp market opportunities, effortlessly confront market challenges, properly formulate market strategies and act promptly, thus to win them sufficient time and space for market competition.

Inquire more and share questions if any before the purchase on this report at - https://www.precisionreports.co/enquiry/pre-order-enquiry/20151956

Detailed TOC of Global Pharmaceutical Labeling Market Insights and Forecast to 2028

Major Points from Table of Contents

Global Pharmaceutical Labeling Market Research Report 2023-2028, by Manufacturers, Regions, Types and Applications

1 Introduction 1.1 Objective of the Study 1.2 Definition of the Market 1.3 Market Scope 1.3.1 Market Segment by Type, Application and Marketing Channel 1.3.2 Major Regions Covered (North America, Europe, Asia Pacific, Mid East and Africa) 1.4 Years Considered for the Study (2015-2028) 1.5 Currency Considered (U.S. Dollar) 1.6 Stakeholders 2 Key Findings of the Study 3 Market Dynamics 3.1 Driving Factors for this Market 3.2 Factors Challenging the Market 3.3 Opportunities of the Global Pharmaceutical Labeling Market (Regions, Growing/Emerging Downstream Market Analysis) 3.4 Technological and Market Developments in the Pharmaceutical Labeling Market 3.5 Industry News by Region 3.6 Regulatory Scenario by Region/Country 3.7 Market Investment Scenario Strategic Recommendations Analysis

4 Value Chain of the Pharmaceutical Labeling Market

4.1 Value Chain Status 4.2 Upstream Raw Material Analysis 4.3 Midstream Major Company Analysis (by Manufacturing Base, by Product Type) 4.4 Distributors/Traders 4.5 Downstream Major Customer Analysis (by Region)

5 Global Pharmaceutical Labeling Market-Segmentation by Type 6 Global Pharmaceutical Labeling Market-Segmentation by Application 7 Global Pharmaceutical Labeling Market-Segmentation by Marketing Channel 7.1 Traditional Marketing Channel (Offline) 7.2 Online Channel 8 Competitive Intelligence Company Profiles

9 Global Pharmaceutical Labeling Market-Segmentation by Geography

9.1 North America 9.2 Europe 9.3 Asia-Pacific 9.4 Latin America

9.5 Middle East and Africa 10 Future Forecast of the Global Pharmaceutical Labeling Market from 2023-2028

10.1 Future Forecast of the Global Pharmaceutical Labeling Market from 2023-2028 Segment by Region 10.2 Global Pharmaceutical Labeling Production and Growth Rate Forecast by Type (2023-2028) 10.3 Global Pharmaceutical Labeling Consumption and Growth Rate Forecast by Application (2023-2028) 11 Appendix 11.1 Methodology 12.2 Research Data Source

Continued….

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