BioBusiness

More than $1 out of every $9 under professional management in the United States is involved in socially responsible investing.

The biopharmaceutical sector can look forward to a financially flush venture funding environment in 2008

The challenge is not in coming up with a list of activities to discard, but in finding a feasible way to stop doing them.

A true visionary leadership is required to drive the progress of operational excellence programs in biopharmaceutical organizations

CMOs must take a proactive approach to ensure the availability of local talent

The approval of a new seasonal influenza vaccine has further diversified the supply to the US market.

Acambis plc (Cambridge, UK) has appointed Elizabeth Jones chief financial officer (CFO) and an executive director of the board.

Wyeth (Madison, NJ) has elected Bernard Poussot president and chief executive officer (CEO), effective January 1, 2008.

Idenix Pharmaceuticals, Inc. (Cambridge, MA), has announced a strategic restructuring and an amended collaboration agreement with Novartis Pharma AG related to Sebivo (also marketed as Tyzeka), an oral treatment for patients with chronic hepatitis B.

Thirty years after the first biotechnology company opened, the sector is reaching a new level of maturity and globalization.

Favrille, a San Diego-based biopharmaceutical company, is one of a handful of firms on the forefront of personalized medicine. Because personalized treatment is tailored to an individual's biology, it has the potential to be far more effective than current approaches to disease management.

It became a strategic imperative to find a better, more efficient way to manufacture our products. To continue with the status quo was untenable.

In analyzing the industry's current challenges, let's be careful before extrapolating about what they mean.

Meeting service levels is a major challenge for pharmaceutical services providers because the requirements of their client base vary widely.

There were notable approvals in nonparenteral delivery systems and biosimiliars in 2006.

In light of these recent decisions, patent holders must devise new strategies for patent enforcement and licensing.

Closer examination shows there's a strong bond between the biotech market and the unraveling credit markets.

From the earliest days of the biotechnology industry, companies have grappled with the complexities of making innovative biopharmaceuticals on a large scale. Success in manufacturing begins with process science, since biotech production requires perfection in maintaining living organisms in a sterile environment under controlled physiological conditions. But unless companies can solve the challenge of planning for and managing manufacturing capacity, they will not be able to achieve the full potential of promising biotech products.

The center of gravity for the pharmaceutical market is shifting to the Asia-Pacific region from the US and Europe, according to an analysis published by PricewaterhouseCoopers (New York, NY, www.pwc.com).

The US Food and Drug Administration (FDA, Rockville, MD, www.fda.gov) issued a revised draft guidance on July 20 to help ensure that the safety, purity, and potency of biologics products is not compromised as a result of innovative, flexible manufacturing arrangements.

The August 7, 2007, issue of The Wall Street Journal Patent Scorecard ranks Wyeth (Madison, NJ, www.wyeth.com) first among 35 global pharmaceutical companies evaluated for patent-based intellectual property (IP).

For pandemic vaccine processing, single-use filter cartridges and membrane chromatography technologies could offer significant time- and cost-reduction advantages.

Vaccines against strains originating from avian flu may achieve poor yields in egg-based systems. Consequently, both public and private interest in alternative systems is high.

Understanding the end-to-end management of chemistry, manufacturing, and controls (CMC) resources provides the opportunity to enhance long-term planning, leverage development options, manage resource trade offs, and track progress against plans. The goal is to improve the pharmaceutical development process to deliver the pipeline. This article provides an overview of the organizational structure of Process Research and Development (PR&D) and the CMC teams at Genentech; the alignment of resources based on CMC contracts, process development activity maps and project resource plans; and the business economic analysis for evaluating development options.

When you start out, keep your small-cap exposure to no more than 10% of your holdings, and gradually increase.