Outsourcing: Transition from Business Process Outsourcing to Knowledge Process Outsourcing - - BioPharm International

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Outsourcing: Transition from Business Process Outsourcing to Knowledge Process Outsourcing


BioPharm International
Volume 20, Issue 5

To increase expression levels, they go through a process of codon optimization. Several firms offer the specialized service of codon optimization based on the selected host cell line. Although it is possible to perform this work in-house, many firms outsource this function to an outside provider. This is an example of KPO; rather than developing this narrow but highly specialized skill in-house, the company in question works with an outside group that has invested the resources to add knowledge value.

CONCLUSION

To create value, both in the short and long terms, pharmaceutical companies need to see the big picture and build an integrated strategy that balances the advantages against the potential risks from offshoring. KPO entails shifting from simple execution of standardized processes to carrying out processes that demand advanced analytical and technical skills as well as decisive judgment. KPO projects are typically marked by a higher level of control, confidentiality, and enhanced risk management. Laxity in any of these parameters can jeopardize or nullify the expected strategic value.

Current outsourcing practices of many pharmaceutical companies are overly conservative, and project management practices are sub-optimal. As the Boston Consulting Group concluded in a recent report, Looking Eastward: Tapping China and India to Reinvigorate the Global Biopharmaceutical Industry, companies that carefully implement an integrated and deliberate strategy will have the greatest advantage in the future.9

Hazel Aranha, PhD, is president of GAEA Resources, Inc., Northport, NY, 631.261.4665,
. Scott M. Wheelwright, PhD, is founder and CEO of Strategic Manufacturing Worldwide, Saratoga, CA, 408.420.5352,

REFERENCES

1. Pandey A, Aggarwal A, Devane R, Kuznetsov Y. India's transformation to knowledge-based economy—Evolving role of the diaspora. Gurgaon, India: Evalueserve; 2004.

2. Knowledge process outsourcing—An emerging opportunity. Gurgaon, India: Kelly Services; 2006.

3. McCaughan M. The approval drought. In Vivo. 2006 Feb 1;63.

4. Owens J. 2006 drug approvals: Finding the niche. Nature Reviews Drug Discovery. 2007 Feb;99–101.

5. DiMasi JA, Hansen RW, Grabowski HG. The price of innovation: new estimates of drug development costs. J Health Econ. 2003 Mar;22(2):151–185.

6. Morris K, Venugopal S, Eckstut M. Making the most of drug development data. PharmaManufacturing. 2005 November 30;4(10):16–23.

7. Innovation 2006. Boston: Boston Consulting Group; 2006.

8. Expression Optimization. DNA 2.0 Inc.; 2004 [cited 2007 Mar 3]. Available from: http://www.dnatwopointo.com/commerce/misc/opt.jsp

9. Looking eastward: Tapping China and India to reinvigorate the global biopharmaceutical industry. Boston MA: Boston Consulting Group: 2006.


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