Lifecycle Management Strategies Can Uncover Hidden Value

Pharma companies are recognizing that LCM planning can breathe life into brands, whether pre- or post-launch

By Guy Tiene, Strategic Content Manager, Nice Insight / That’s Nice LLC

1 of 2 < 1 | 2 View on one page

The importance of a solid lifecycle management strategy has been long acknowledged in the pharmaceutical industry. However, more emphasis should be put on the entire pharmaceutical product lifecycle — from discovery through the end of life, not only from launch to patent expiry. The entire network of stakeholders including governments, payers, physicians and patients increasingly requires more value for their investments in new therapies. As Marko Salo, vice president, marketing and sales, for API manufacturer Fermion Oy, puts it, “Value through lifecycle management can be demonstrated by improving efficacy, reducing side effects, simplifying dosing and increasing patient compliance.”

Other opportunities afforded by LCM strategies include finding new delivery devices and packaging solutions; more efficient logistics; improved formulations; and improved manufacturing processes aimed at optimizing batch sizes, shortening process lead times and making the process more robust (Exhibit 1).

Strategic planning ranks among the top five reasons for partnering with a CDMO, according to the 2017 Nice Insight Contract Development and Manufacturing Survey. Thus, CDMO involvement with life science lifecycle management projects continues to rise. In this vein, Fermion, a contract manufacturing supplier of APIs, HPAPIs, and advanced intermediates, offers lifecycle management solutions.

“As an API CDMO, lifecycle management for Fermion often means post-launch R&D activities aimed at quality and cost improvements that lengthen the client’s product lifetime, the client business relationship lifetime, and grow the business,” says Salo. “When planning the product development strategy with our clients, we consider LCM aspects early on in product development. Pharma companies can utilize the LCM expertise of CDMOs best if they start collaborating with CDMOs from the early discovery stage through to the end of the product’s life. This approach allows pharma companies to benefit from the lowest production costs and fewer process issues right from the start. Gaining maximal benefits requires close collaboration between the sponsor and the CDMO LCM teams.”

Salo explains that lifecycle management is part of the business strategy and that efforts and resources should be dedicated to an LCM strategy for the long term. The main element in strategy building is identifying external opportunities and threats. “Internal capabilities, projects and partnerships need to be planned so that opportunities can be converted into business, and risks related to threats can be mitigated,” he says.

One way the experts advise mitigating risk is to assemble a dedicated committee to the LCM strategy. According to Cutting Edge Information, 86 percent of life sciences companies surveyed in 2014 have dedicated teams to manage the lifecycles of their pharmaceutical brands. These cross-functional teams should include representatives from marketing, R&D, manufacturing, process engineering and regulatory affairs. According to Natalie DeMasi, research analyst, Cutting Edge Information, it is important to dedicate teams to brand lifecycle management. LCM strategies are time sensitive, she explains, and delays can derail projects and cost hundreds of millions — if not billions — in lost revenues.

Assembling such a team early in the development process can yield accelerated initial drug development and help engineer an optimal manufacturing process from the start, explains Salo. “Continuous process improvements can then be made to reduce the cost of goods, novel delivery systems and packaging solutions can be identified, and more value is created for patients and payers with improved efficacy, reduced side effects and ease of dosing.”

In one case, Fermion developed an API process for a mid-sized pharma company that had an innovative small molecule pipeline. Fermion manufactured clinical trial API batches, and manufactured commercial API after the product was launched. Two years later, the client wanted to initiate a program to decrease the manufacturing costs of the product.

“They wanted to maximize profits during the market exclusivity period, but also ensure they optimized everything to do with API manufacturing before the product went off patent,” explains Salo.

The API manufacturing process optimization activities included increased batch sizes and yields, removal and shortening of certain unit operations, outsourcing of an intermediate, and optimization of campaigns to reduce bottlenecks. “The project was completed in several steps with careful consideration, not rushing,” says Salo. “In fact, the project took almost eight years, but the cost of goods was decreased by 60 percent. Note, that if one decides to aim for a large, but expedient, decrease in cost of goods, then implementing a large number of resources at once can help reaching that goal.”

Salo adds that Fermion arranges with clients in writing that certain optimization activities will be done only after launch to save time before launch. “Many of our clients have great ideas in improving the process, but their priority is to get the product to the market quickly. We combine their ideas with our knowledge based on experience with similar products and what works well with our facilities, and the result is a diverse lifecycle management program that can be implemented both pre-and post-launch.”

1 of 2 < 1 | 2 View on one page
Show Comments
Hide Comments

Join the discussion

We welcome your thoughtful comments.
All comments will display your user name.

Want to participate in the discussion?

Register for free

Log in for complete access.


No one has commented on this page yet.

RSS feed for comments on this page | RSS feed for all comments