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An overview of the Drug Supply Chain in Europe and the US
Pharmaceutical Supply Chain Strategies
Datamonitor
Ideally drug supply should be a simple and transparent chain that connects the manufacturer and patient in as few steps as possible, however in practice it can be a highly circuitous one that includes several intermediaries before reaching a pharmacy. This increases the risk of counterfeit drugs and facilitates parallel trade, both leading to lost sales for the manufacturer.
Scope
An overview of the drug supply chain in Europe and the US.
Identification of the key players in the drug supply chain.
Coverage of recent trends and key events in the distribution industry.
Analysis of the impact of new events on the key stakeholders.
Highlights
With the trend towards market expansion, higher drug volumes must be transported further, necessitating the use of logistics coordination on a global scale. As distribution needs increase, the knock-on effect of state-enforced cost-containment strategies are reducing already tight margins, forcing many stakeholders to change their strategy.
Manufacturers are looking to gain greater control over the drug supply chain, to safeguard it against counterfeit entry, but also to regulate drug supply and therefore limit diversion.
The most progressive events have occurred in the UK, where Pfizer has implemented direct to pharmacy distribution, with other companies likely to follow suit.
Competitive pressures have and will continue to drive consolidation along the supply chain, with vertical integration providing a means of extending control and limiting margin loss.
A relaxation in pharmacy laws in Europe will lead to an increase of chains, while wholesaler-pharmacy and manufacturer-pharmacy combinations are becoming common.
Reasons to Purchase
Gain an understanding of the pharmaceutical supply chain in the US and Europe, and who the key players are.
Become aware of new issues in the distribution industry, and how they influence the major stakeholders.
Gain an insight into current trends in distribution, and how they are likely to change going forward.
64 pages
Publication Date : March 2008
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Pharmaceutical Company Outlook to 2012: Strategic Analysis
Based on an analysis of 43 companies and 1,200+ products, we forecast that pharmaceutical industry ethical sales will increase at a modest 3.2% CAGR 2006 to 2012. However, behind this industry average figure there are strategic segments of the market that offer double-digit growth rates through barriers against generic competition and the opportunity for aggressive indication broadening.
Scope
Strategic Analysis of the Sales Outlook to 2012 for Big Pharma, Mid Pharma, Japan Pharma and Biotech
Quantitative analysis of the revenue balance of launches and expiries for each peer set member to 2012
Assessment of current and forecast 2012 therapy area sales and molecule type focus for each peer set member
Highlights
Faced with failing growth, Big Pharma is expected to pursue strategic options including operational cost efficiencies, M&A with other Big Pharma companies, biotech, Mid Pharma CNS players and/or generics manufacturers and acquisitional moves outside of 'pharma space' to increase presence in medical devices, diagnostics and consumer healthcare.
Reasons to Purchase
Understand the strategic motives behind the recent wave of Big Pharma acquisitions of monoclonal antibody companies
Identify the rare examples of promising high growth CNS products located in the Mid Pharma peer set
Learn how biotech faces slowing growth momentum due to commercial pressures on therapeutic proteins. (MORE)
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Strategic Alliances in World Pharma and Biotech Markets
In the last decade or so, strategic alliances and partnerships among pharmaceutical and biotech companies have doubled to around 700 per year per sector, although most of this increase came in the early years.
Regardless of its size, every pharma or biotech company has certain limitations in their own research although usually they have enough capacity in development to bring new compounds to the market very effectively.
However, on a number of occasions, the inhouse development capacity may get prioritized in favor of other products within the company’s portfolio.
A product may also be facing competition internally from other projects, not necessarily similar compounds, but perhaps programs better aligned to the overall R&D activities. (MORE)
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Understanding the Global Pharmaceutical Market
Although the origins of the modern pharmaceutical industry can be traced back to the late nineteenth century, the real development started only in 1960s due to some significant new discoveries with permanent patent protection. (MORE)
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