CONCLUSION
There is no question that outsourcing is becoming more important as more companies, including virtual companies, search for
opportunities to get their products into clinical trials and to the market. Established companies will continue to search
for partners to help move their outsourced products to free up capacity for new, upcoming products from their pipelines. An
additional market will arise as recognized "innovator" companies enter new markets and need to create capacities for those
activities. From this perspective, the future for the outsourcing business is bright.
Yet, economic realities dictate that Big Bio/Pharma continues to move back toward "core competencies." They are cutting costs
wherever possible and increasing productivity to do more with fewer available resources.
Another trend observed in these difficult economic times is the urge to cut corners, such as avoiding engineering runs and
long-term investigations. Taken together, these strategies do not benefit client–CMO relationships. An understanding of each
partners' situation and a greater willingness to communicate, manage staff and time, and to compromise are required to build
effective and long-lasting relationships.
Eric S. Langer is president and managing partner at BioPlan Associates, and a member of BioPharm International's editorial advisory board,
tel. 301.921.5979 elanger@bioplanassociates.com
.
REFERENCES
1. BioPlan Associates, 8th Annual Report and Survey of Biopharmaceutical Manufacturing Capacity and Production: Survey of Biotherapeutic Developers
and Contract Manufacturing Organizations (April 2011).
2. BioPlan Associates, 7th Annual Report and Survey of Biopharmaceutical Manufacturing Capacity and Production: Survey of Biotherapeutic Developers
and Contract Manufacturing Organizations (April 2010).
3. BioPlan Associates, BioPlan's Top 1000 Global Biopharmaceutical Facilities Index,
http://www.top1000bio.com/index.asp.
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