As the blockbuster era fades into the distant past, pharmaceutical companies — with a keen eye on novel delivery systems, niche indications, HPAPIs, cell/gene therapies and controlled drugs — are casting their nets further and wider in the search for differentiated products. At the same time, a number of major players are targeting more local (close to point of use) manufacturing opportunities. Furthermore, growth in pharmerging economies and stagnation in developed markets, Brexit, Trump reverting to isolationist policies, geopolitical pressure to reshore and a flurry of M&A activity indicates that big players are looking to penetrate new markets and technologies by acquisition.
How will this uncertainty affect service providers such as CDMOs? Should they extend their core competencies into new areas? If so, which do they choose and how to make such a choice? How should contracts be constructed to reflect unnecessary risk? Should they gamble by trying to pick the winners in this turbulent marketplace or sit tight and hope it goes away? Fundamentally, should CDMOs be seriously considering reinventing themselves to remain competitive and cost-effective?
Peter Lyford Business Development Director, Porton Fine Chemicals
Lorenzo Carletti, Vice President Operations Softgel Europe and Asia Pacific, Catalent Pharma Solutions
Anthony Sheehan Chief Executive Officer, Saneca Pharma