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From Lab to Patient – the rethinking of global medical supply chains

Over recent years the global life sciences industry has been increasingly focused on the discovery, development and marketing of cutting edge medicines and products. As a result, less time and investment has been spent on reconfiguring manufacturing and distribution operations – an area of paramount importance considering the supply chain is the primary link between the laboratory and the patient.

The manufacturing and distribution of medical products and drugs is fast becoming more of a complex challenge than ever. Gone are the days of adopting conservative supply chain approaches built in such a way to support and scale the high-volume production of blockbuster drugs. Instead, the industry faces a number of challenges focussed on innovative solutions.

From a regulatory perspective, we have seen a surge in public scrutiny and accountability. For example, global serialisation requirements have now been adopted in the EU whereby medication and therapies must now carry obligatory authenticity features such as an EU-wide logo.

The personalisation of therapies and development of new products has in turn presented the industry with new clinical, commercial and operational challenges. Gene therapy, biologics and bioengineered medical products are not only more susceptible to impurities than more traditional forms of therapy, they can also be difficult to distribute with some products requiring final stage time critical alterations at the plant.

In order to keep up with the unprecedented changes across the life sciences industry, companies clearly need innovative supply chain leaders. Companies are seeking top transformational talent; creative, inventive and forward-thinking individuals who have the ability to change the way the life sciences industry perceives and understands the manufacturing and distribution process. Revolutionising, leading and inspiring a shift in industry thinking.

eg.1 sees the search for  game changing individuals now extending to parallel sectors, primarily FMCG and automotive where arguably supply chain efficiencies are more evolved. Capabilities can be easily transferred to encourage new and innovative thinking. It is these game changers who are at a premium and are revolutionising, leading and inspiring a shift in industry thinking.