In the CDMO industry, 100% of projects encounter unforeseen challenges (risks), which can lead to increased costs, delays in meeting milestones, or changes in the scope of activity. Hence, risk management needs to be seen as a beacon that steers the course correction of projects. As a guiding light, risk management needs to be addressed and embraced throughout the life cycle of a project.
Proposals are a critical part of a business because they are the starting point in the business’s evolution from concept to reality. Without knowing how to prepare and write proposals, the business will never be able to get off the ground successfully. While this is true for many industries, it is particularly relevant for a contract development and manufacturing organization (CDMO) serving the biopharma market. A successful CDMO begins with the ability to deliver a winning proposal.
80% of NMEs in clinical developments are outsourced by small pharma companies every year out of the 13,500+ preclinical/clinical programs in 2020/21 in the pharmaceutical industry. This leads to an ever growing need to find, nurture and partner with the right contract development and manufacturing organization (CDMO). With a 9 to 12-month window to file an IND and similar aggressive timelines for other phases of clinical programs, that’s a lot to get done in a very short time!
The focus on customers and their needs is central to the success of any organization. Delivering a delightful customer experience is not only expected, it’s essential for any business that hopes to progress.
Operational Excellence (OE) is one of the key elements of organizational leadership and organizational intelligence. It focuses on delivering maximum value to customers and stakeholders. For a Contract Development and Manufacturing Organization (CDMO) operating in the pharmaceutical industry, the focal point of Operational Excellence essentially is serving patients and customers efficiently in aspects of Safety, Quality, Delivery and Cost.
