October 2019
Collaborating with CMOs in Life Sciences
As the life sciences industry transitions towards complex biopharmaceuticals and highly customised devices and treatments for patients, supply chain operations is also becoming increasingly complex. Life sciences companies and contract manufacturing organisations must rise to the challenge by transforming the way they collaborate. This means that top pharmaceutical and biotech organisations must now be concerned not only with the level of talent within their own organisations but also the quality within the Contract Manufacturing Operations (CMO) partners they collaborate with.
Julia Daigle, Senior Vice President at DSJ Global, specialising in life sciences procurement and supply chain, has observed a steady increase in the number of life sciences companies outsourcing manufacturing from the creation of drugs to the packaging and fulfilment of orders. The benefit of using CMOs include being able to manufacture smaller batches more cost effectively and getting products to the market quickly. This has created additional functions on both sides of the industry, where collaboration and technical capability are a central focus.
Issues companies continue to face as they move towards better CMO collaboration are in areas such as quality management, lack of IT capabilities, and operational inefficiencies during tech transfers and regulatory scrutiny. Many companies are looking to address these inefficiencies by bringing in new talent with heightened skillsets, especially technically, but if they are not addressed within organisations, the transition towards manufacturing increasingly complex products will be rocky.
Digital collaboration in life sciences manufacturing will ease the transition
Industry leaders have analysed the pain points that brand owners and CMOs experience during the collaborative process and have proposed solutions. Improved digital collaboration will be the linchpin that will transform brand sponsor-CMO relationships.
The first step to promote successful collaboration is for the brand CMO to have a legal agreement granting the CMO access to relevant data.
The second step is to work on a common digital platform to allow both parties to exchange and manage data. The real-time exchange and tech transfer will reduce process risks, result in more control of intellectual property, and dramatically increase quality control.
The third strategy to improve collaboration is to establish key performance indicators (KPIs). The adage, “If you can’t measure it, you can’t manage it,” is particularly apt in an industry in which precision matters most. By continually monitoring and communicating, both parties can take corrective actions and streamline processes.
Building long-term partnerships with CMOs
Sponsor brands will find it beneficial to build long-term partnerships with CMOs, particularly as the products become more sophisticated.
As the trend in pharma is aiming to rely more heavily on CMO’s to manufacturer their products, it’s important to hire individuals with the right skillsets so that the CMO’s can align with the biopharma companies for which they manufacture products. We are able to source for these specialised skills from a large pool, which is especially beneficial for smaller CMO’s. When they choose to work with DSJ Global, we will increase knowledge of clients’ brands and their own visibility in the market.
The transition towards manufacturing increasingly complex products necessitates a proactive approach to collaboration and talent development. By embracing digital tools, defining clear KPIs, and fostering strong partnerships, life sciences companies and CMOs can rise to meet industry challenges and ensure the timely delivery of innovative treatments to patients worldwide.
For businesses aiming to navigate the complexities of today’s supply chain industry, collaborating with talent experts can be a game-changer. If your organisation is seeking top talent, reach out to DSJ Global today to speak with one of our talent experts.