Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead


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Limitations in Vendor Incentives for Progress: Ultimately, established vendors are disincentivized to invest in cross-industry platforms — which would of course include those of competitors — to support tendering activities Service purchasers would benefit from investment in such platforms, but companies with a limited number of assets would have a corresponding limited need to use such platforms frequently, curbing the return on investment ROI. This is now slowly emerging in biotechnology 18 but remains limited in adoption across company sizes and platform technologies for active pharmaceutical ingredients APIs.

Biopharmaceutical Vendor Evaluation and Selection Minimum Standards BioVesel Standardization of procurement processes leads to resource optimization and best practice. This stands in contrast to ad hoc processes that, as indicated by our collective experience above, may eventually yield outcomes but through an approach that is cumbersome and rarely yields optimal results. BioVesel intends to develop a standard form of procurement of services through a common industry framework. It will enable new entrants to benefit from a procurement procedure that already is in place. It therefore proposes to achieve this without recourse to developing new processes and will prevent clients from incurring the inefficacies incumbent in nonstandard purchasing and outsourcing.

Existing organizations will benefit from contributing to a common marketplace and optimizing procurement services over time.

About the author

We suggest the following seven steps to establish a basis for procurement of CMO services Figure 1. New entrants will register with this organization and gain access to process and standard commercial templates and legal contracts. Those documents can be modified and extended by member organizations to fit individual circumstances, but they will be sourced from standard agreements maintained by the framework organization. Gathering of Presubmission Requirements: Requirements for services will be gathered against a standard pre-RFP submission checklist, taking into account factors that influence analysis, design, and initiation of services.

Common issues and pitfalls incumbent to requirement gathering will be structured against a standard risks—actions—issues—decisions framework. Detailed interview questions for key stakeholders will allow for the critical capture of data required for development of an RFP. This will allow for preparation of resources necessary for a response. Vendor Selection: Vendor selection will be completed against preselected criteria. Contracting: Following vendor selection, standard framework templates will form the baseline for the commercial offer, subject to any project-specific requirements.

Benchmarking challenges to supply‐chain integration

Next Steps We will develop a preliminary research and engagement proposal as a basis for stakeholder engagement and discussion. Once that proposal is acceptable to the community following discussion and peer review, we will convene an advisory board to develop the envisaged not-for-profit organization to develop, maintain, and enhance the BioVesel framework and associated standards.

It is challenging to be emotive about a potential standard. The benefits will be exponential for a number of stakeholders: for CMOs, that can better plan capacity and resources; for potential CMO clients, that will be able to save time and money and operate in a more transparent environment; and also, ultimately, for patients. We propose that all interested stakeholders now work together to ensure that substandard procurement practices become a thing of the past.

They are not a valid reason to protract unmet patient needs. Now is the time to bring this too-long-neglected horse to predefined selection of a suitably standardized watering hole — where it can thrive in a healthy and sustainable environment. References 1 Baldi S, Vannoni D. Regional Studies 51 3 — Trials 17 4 Bioanalysis 9 15 — Bioanalysis 9 15 —; doi Bioanalysis 9 22 —; doi Health Serv.

While new entrants provide an opportunity for companies to drive innovation, they also pose an undeniable threat. Unable to cope with the new age capacities and diversities, the old school pharma may find itself outside the value chain. In the digital economy, smaller companies, often with one asset, are increasingly trying to control that asset throughout its life cycle.

Patient-Focused Network Integration in BioPharma : Strategic Imperatives for the Years Ahead

Even with limited infrastructure, they could compete with pharma giants in their domains. Digitization, no doubt, is helping establish a richly networked and collaborative ecosystem. While such a system provides an excellent scope for value creation, it also poses risks from unmonitored third-party activities. Therefore, leaders are expected to develop management frameworks and partner with those having compatible risk profiles.

Digitization of health care processes has also given way to mounting patient expectations. This essentially means that life sciences leaders should try to gain a deeper understanding of patient experiences and expectations when designing value chains. While digitization brings in ample opportunities, it also exposes pharma companies to vulnerabilities like cyber threats, especially in a scenario where interdependency and collaboration are scaling.

With digitization of tools and processes, patient expectations too have risen. Pharmaceutical giants are moving to adopt strategic and relationship-based outsourcing models as opposed to the traditional transactional engagements. This will likely stimulate biologics and data-driven clinical innovation, and bolster manufacturing capacity.


  1. Pharmacology.
  2. Focus and transform| Accelerating change in life sciences.
  3. Global Life Sciences outlook by Deloitte - Health Industry Hub!
  4. Not Very Classic Fairy Stories?

The upcoming year could see more outsourcing of expertise, especially, cognitive automation, AI, and cloud computing. Sector growth driven by biopharmaceutical outsourcing is also a possibility. The physical, digital, and biological worlds converge in Industry 4. SaMD is a software that provides one or more medical functions and is usually embedded in hardware. Blockchain: Blockchain has emerged as a potent solution to aggregate data with ease and share it securely in an automated and error-free way.

DIY diagnostic tests can help low-income or rural consumers determine if a condition warrants a visit to a doctor or hospital.

Βιογραφία συγγραφέα: Handfield Robert

Future of mobility: The emergence of connected, electric, and autonomous vehicles will bring another transformation in the pharma world by expanding mobility and thereby, access to care and democratization of clinical trials. Disruptive technologies have certainly transformed health care and life sciences.

Engagement tools: Patients who are informed about their condition and involved in their treatment decisions tend to have better health outcomes and typically incur lower costs. Opportunities to monetize data: The challenge for life sciences companies is building trust. Fewer are willing to share information with device manufacturers.

Our Mission

The sector will likely need to harness the shift from product to service. Companies should have a vision for their role in the patient journey and the overall health care system. Collaboration is seen as a key differentiator. Leaders should not only encourage collaboration internally across functions, but also externally. Visit our Global health care outlook to learn more about the trends and issues impacting the health care sector.


  • 1st Edition.
  • Global life sciences sector outlook | Deloitte;
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  • Goodreads Authors.
  • Lets Get That Man.
  • Teaching Daily in the Temple?
  • He has mo With financial sustainability, care delivery, patient centricity, digital transformation, and regulatory compliance at the top of the agenda, health care sector leaders need to collaborate with all stakeholders—both within the health care ecosystem and those in converging industries. Can this trend be reversed? Please enable JavaScript to view the site. Explore Content Download the report Infographic Strategic focus on deal-making and external innovation Focus on new entrants Focus on expanding a richly networked ecosystem Focus on outsourcing Collaborating with new partners for transformation Transformative technologies in life sciences Mobilizing data, the currency of life sciences innovation Creating value with new business and operating models Advancing digital transformation in life sciences Transforming work Explore previous outlooks Follow us on social media Key contact.

    Overview What are the trends affecting life sciences? View the report. View the infographic.

    Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead
    Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead
    Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead
    Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead
    Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead

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