Pharmaceutical Outsourcing: New opportunities in a fully integrated global outsourcing strategy
Scope
Report Highlights
Reasons to Purchase
Table of Contents
- About the Strategic Intelligence Team - page 3
- CHAPTER 1 EXECUTIVE SUMMARY - page 4
- Scope of the report - page 4
- Definition of outsourcing - page 4
- Format of the report - page 4
- Key findings - page 5
- Scope of the report - page 4
- CHAPTER 2 DRIVING FACTORS OF DRUG DISCOVERY OUTSOURCING - page 12
- The pharma industry is facing an unprecedented number of challenges - page 12
- Is the pharma industry's R&D productivity in decline? - page 13
- R&D investment has been increasing, but the number of NMEs approved has been falling over the past decade - page 13
- Increasing drug development costs are leading to lower returns for companies - page 16
- Is the pharma industry's R&D productivity in decline? - page 13
- Companies are shifting towards a "networked pharma model" - page 17
- Product in-licensing and co-development deals are helping to boost major companies' R&D productivity - page 18
- Outsourcing provides an opportunity to drive productivity and efficiencies across a variety of business functions - page 20
- There are a number of steps within drug discovery that can be outsourced - page 23
- Drug discovery outsourcing provides an opportunity for companies to boost long-term R&D productivity - page 24
- Key advatages and benefits of drug discovery outsourcing - page 26
- Outsourcing offers a number of financial advantages - page 26
- Outsourcing can help shorten the drug discovery stage - page 28
- Access to additional drug discovery expertise and technologies - page 28
- Focus on core competencies - page 29
- Flexibility is another advantage - page 30
- Key disadvantages and risks of drug discovery outsourcing - page 30
- Outsourcing is not without its own costs - page 31
- The level of returns on compounds generated through outsourcing agreements tend to be lower than in-house - page 32
- Reduced opportunity to develop internal expertise - page 33
- Some companies are concerned about the loss of control - page 33
- Confidentiality of proprietary information is of the utmost importance - page 34
- Key advatages and benefits of drug discovery outsourcing - page 26
- The pharma industry is facing an unprecedented number of challenges - page 12
- CHAPTER 3 OPTIMIZING DRUG DISCOVERY OUTSOURCING STRATEGIES - page 36
- Introduction - page 36
- The wider issues that need to be considered when outsourcing drug discovery functions - page 36
- Adopting a holistic approach to outsourcing can be useful to identify additional external opportunities - page 37
- Case Study: Novartis's recently formed Strategic External Resourcing Group provides an opportunity for a more cohesive outsourcing strategy - page 37
- Pharma and biotech companies use outsourcing either tactically or strategically - page 37
- Traditionally, companies have used outsourcing of drug discovery functions as a tactical tool - page 38
- Strategic use of outsourcing can provide additional benefits - page 38
- Case study: GSK adopts a strategic model to outsourcing by creating a Center of Excellence for External Drug Discovery - page 39
- The type of outsourcing agreement that is suitable varies between projects - page 40
- Full-Time Equivalent agreements are more suitable for longer-term agreements - page 40
- Agreements associated with high risk should have a more collaborative nature - page 41
- Adopting a holistic approach to outsourcing can be useful to identify additional external opportunities - page 37
- Maximizing value realization - page 43
- Some degree of autonomy must be left with those involved in forging external alliances - page 44
- It is important to involve relevant scientists to optimize an outsourcing strategy in practice - page 44
- Case study: AstraZeneca has dedicated drug discovery alliance teams in therapy area departments - page 45
- Case study: Eli Lilly has a Research Acquisition Group devoted to evaluating external alliance opportunities - page 45
- Companies should use a robust screening process to identify a suitable outsourcing partner - page 45
- Companies tend to use preferred vendors where possible - page 46
- Companies should use at least a three-step filtering process - page 47
- Potential vendors need to be filtered against a good, realistic set of selection criteria - page 48
- Contractual terms that are satisfactory to both parties need to be negotiated - page 54
- Objectives and goals of the agreement need to be clear from the outset - page 55
- The degree of customer control is dictated by the contract - page 56
- Effective management of a relationship with a service provider is key to successful outsourcing - page 57
- The customer needs to devote resources to managing an outsourcing contract - page 57
- Strong, open communication is a fundamental element - page 58
- There should be a degree of flexibility in managing the relationship - page 58
- Both parties should view the agreement as a partnership - page 59
- Companies should make plans to manage disputes - page 59
- Case study: Merck & Co.'s approach to managing external chemistry collaborations - page 60
- Monitoring the relationship is a key tool for quality control - page 60
- Companies should conduct regular and irregular assessments - page 60
- Companies should base periodic assessments on performance metrics - page 61
- Greater benefits can be realized when performance metrics are used well - page 61
- CHAPTER 4 OFFSHORING DRUG DISCOVERY FUNCTIONS TO EMERGING COUNTRIES - page 63
- Introduction - page 63
- Further integration of global outsourcing is an opportunity for companies to realize greater value - page 63
- There are some key factors that companies need to consider before outsourcing to emerging countries - page 66
- Companies should adapt their implementation approach when outsourcing to emerging markets - page 67
- Case study: Wyeth takes a strong management role in its deal with GVK-Biosciences - page 68
- Benchmarking the suitability of key countries for outsourcing drug discovery functions - page 68
- Western service providers cannot compete with service providers in emerging countries on cost - page 69
- Intellectual property protection remains weak, but is improving in India, China and the Russian Federation - page 70
- Drug discovery capabilities are strongest in chemistry and weakest in biotechnology in emerging countries - page 71
- Companies should adapt their implementation approach when outsourcing to emerging markets - page 67
- Country profiles - page 72
- India - page 72
- Datamonitor's recommendations - page 74
- Intellectual property protection - page 76
- Scientific and technical drug discovery capabilities - page 77
- Logistical factors - page 79
- Foreign companies' drug discovery outsourcing activity in India - page 80
- China - page 81
- Datamonitor's recommendations - page 83
- Intellectual property protection - page 85
- Scientific and technical drug discovery capabilities - page 85
- Logistical factors - page 87
- Foreign companies' drug discovery outsourcing activity in China - page 87
- The Russian Federation - page 90
- Datamonitor's recommendations - page 92
- Intellectual property protection - page 93
- Scientific and technical drug discovery capability - page 93
- Logistical factors - page 94
- Foreign companies' drug discovery outsourcing activity in the Russian Federation - page 95
- India - page 72
- CHAPTER 5: BIBLIOGRAPHY - page 97
- References - page 97
- Conference Literature - page 97
- Publications and online articles - page 98
- Sources - page 99
- Conference Literature - page 99
- Articles - page 100
- Useful online resources - page 101
- References - page 97
- APPENDIX: SUPPORTING DATA - page 102
- Glossary of terms - page 102
- Methodology - page 103
- Exchange rate - page 104
- List of Tables
- Table 1: Number of FTEs in Johnson & Johnson Pharmaceutical Research & Development division - page 65
- Table 2: Median gross weekly wage in the private sector in India, China and the Russian Federation is a small fraction of the cost in Germany and other Western countries - page 70
- Table 3: Key drug discovery outsourcing deals involving Indian service providers since August 2004 - page 80
- Table 4: Key drug discovery outsourcing deals involving Chinese service providers since August 2004 - page 88
- Table 5: Key drug discovery outsourcing deals involving Russian service providers since August 2004 - page 95
- Table 6: Exchange rates* - page 104
- List of Figures
- Figure 1: R&D expenditure has increased substantially, however, NCEs approvals by the FDA have decreased - page 14
- Figure 2: There has been a decline in the number of approval filings submitted for both new molecular entities as well as biologics in the US - page 16
- Figure 3: Companies are increasingly using a 'networked pharma' operating model to improve productivity and drive efficiencies - page 18
- Figure 4: The leading 55 pharmaceutical companies are becoming more dependent on in-licensed products to generate prescription drug sales - page 19
- Figure 5: Secondary core and non-core functions are suitable areas for pharma and biotech companies to outsource - page 21
- Figure 6: Drug discovery costs are estimated to account for around 25-35% of the total R&D costs of developing a drug - page 22
- Figure 7: Four main steps in small molecule drug discovery - page 23
- Figure 8: Key risks and benefits of outsourcing drug discovery functions - page 25
- Figure 9: The greater role a customer plays in a drug discovery agreement with a third party, the greater resources the customer needs to dedicate to manage the complexities - page 42
- Figure 10: Process of identifying outsourcing partners - page 46
- Figure 11: Examples of key parameters companies should use in their detailed assessment of and proposal stage with potential vendors - page 49
- Figure 12: Further integration of global outsourcing of drug discovery functions in a company's business model provides an opportunity for companies to realize greater value - page 64
- Figure 13: Western countries offer a more secure environment and a wider range of drug discovery services than emerging countries, but they cannot compete with their low cost base - page 69
- Figure 14: Key indicators for outsourcing drug discovery functions in India - page 73
- Figure 15: Ranbaxy has increased its R&D expenditure as a proportion of sales over the past three years, highlighting its moves towards developing new innovative prescription drugs. - page 78
- Figure 16: Key indicators for outsourcing drug discovery functions in China - page 82
- Figure 17: The annual growth rate of scientific researchers' salaries in China has increased from 13.2% between 1998 and 1999 to 18.5% for 2001-02 - page 83
- Figure 18: Key indicators for outsourcing drug discovery functions in the Russian Federation - page 91
Other users found this report page using the following search terms: outsourcing cro contract research pharmaceutical outsourcing russia western service providers india
If you can't find a report that meets your needs contact LeadDiscovery. We are one of the few report providers with extensive drug development experience and we frequently use this knowledge to help clients source the most appropriate reports or produce reports for them from scratch.