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1rem

The 13,400 square-foot Belgium site will expand the company’s branded standardized bioprocessing, cryopreservation, and distribution solution for the cell therapy market, with a focus on leukapheresis starting materials.

Cryoport Opens New CoE in Europe

The conference returns to Lyon, France and promises a timely and relevant agenda that attendees will resonate with. 

LogiPharma Europe to Celebrate 25 Years 

The partnership focuses on the expansion of real-time monitoring and other intelligence services.

 Sensitech, Qualcomm Form Cold Chain-Powered Collaboration 

The hub is intended to assist customers with achieving better sustainability by providing the necessary tools to do so. 

Tower Cold Chain Launches One-Stop-Shop Solution to Help Combat Carbon Emissions

Building strategy, mitigating risk, and achieving success with artificial intelligence.

Pharmaceutical Cold Chain Logistics in the Age of Artificial Intelligence

The Future of Temperature-Controlled Technology

, Delphine Perridy, chief commercial officer, Envirotainer, noted that the pharmaceutical industry is undergoing significant evolution driven by unmet patient needs, rapid scientific advancements, and the emergence of new technologies. Innovations such as gene therapies, precision medicines, and advancements in obesity treatment with GLP-1s exemplify this shift. Additionally, the integration of artificial intelligence in drug discovery is streamlining research and development processes, lowering costs, and accelerating time to market. As a result, pharmaceutical companies must adapt their business models to ensure that newly approved drugs reach patients worldwide more efficiently. Perridy also shared why ultra-precise temperature control and customized logistics solutions are so critical when it comes to biologics and personalized medicine; why has the demand for sustainable practices has risen exponentially; Where she believes the pharma cold chain is heading in the next few years in terms of technological breakthroughs and market dynamic shifts.

A transcript of Perridy’s conversation with

Where do you believe the pharma cold chain is heading in the next few years in terms of technological breakthroughs and market dynamic shifts?

 We're going to continue to see an increase in personalized medicine, cell & gene therapies, and much more complex treatments that are going to require strict requirements when it comes to cold chain solutions. That's clearly the first shift that I think we're going to continue seeing.

The second one will be the use of AI more and more in the industry. I think that we're going to be able to use artificial intelligence to do much more analysis in terms of trade lane analysis or risk management overall. I think that the second shift that we're going to see coming over the next couple of years is sustainability—it’s going to remain a topic that is not going anywhere. I think it's an important topic for the society. We can expect to get much more pressure when it comes to sustainability—it's going to be very important for us to really design packaging solutions that can be more sustainable moving forward.

The last one is the geopolitics risk; it’s also something that is probably meant to continue. I think it's very important that we work with our partners to come up with very strong logistics strategies so that we can keep pharma moving, regardless of the challenges that we are facing. We need to build resilient networks so that we can adapt quickly and continue shipping medicines wherever they need to be shipped.

In the final part of her video interview with Pharma Commerce Editor Nicholas Saraceno, Delphine Perridy, chief commercial officer, Envirotainer, forecasts the future of the pharma cold chain regarding technological advancements and changes in market dynamics.

Ensuring Safety and Efficacy in the Cold Chain Space

Why are ultra-precise temperature control and customized logistics solutions so critical when it comes to biologics and personalized medicine?

With new, emerging treatments that are more and more complex, the transportation requirements are increasing as well, so we need to ensure that the drugs remain safe [during] the shipments; more complex therapies often imply stricter requirements. The cold chain is getting colder (temperature-wise); smaller, because with the personalized medicine, we need smaller packaging; and more global as well—we need to be able to ship drugs to the more remote locations. I think that's why technology is also coming into play, and real-time monitoring is becoming very important as well.

Our customers really want to be able to follow their drug, ensuring efficacy and safety toward the entire journey. That's why it's critical for us to try to come up with new technologies where we can share real-time data with our customers and they can be entitled to act—if something is happening—by setting alerts, and trying to really follow the risk of their shipments, so risk management I would say.

In the second part of her video interview with Pharma Commerce Editor Nicholas Saraceno, Delphine Perridy, chief commercial officer, Envirotainer, explains why ultra-precise temperature control and customized logistics solutions are critical when it comes to biologics and personalized medicine.

Managing Shipment Variety

 What are the main challenges faced by shippers in the pharma industry?

The pharmaceutical industry is something which is actually very complex. It's not like other industries, and the reason is that pharmaceuticals are hazardous and non-hazardous. They are perishable and time sensitive. Many of them require temperature control. On top of that, we have shipments happening through air, shipments happening through like ocean FCL and LCL. We have over-the-road shipments. If you combine all of these, you are shipping to different countries, different regions of the world. All of them require different regulations, because it is something which is having an impact on the health, and people will consume these products. That's why following those regulations, while getting and ensuring that you are able to manage all these different complexities of hazardous, temperature control, and time-sensitive perishable cargo—has been very tough to do.

They had their teams who are managing these thousands of shipments, just being on top of them. What they have realized over time is that actually, because of the disruptions which have increased due to COVID, once-in-a-lifetime disruptions have been happening every few months since then. This has caused a lot of issues for pharmaceutical companies, because their cargo is time sensitive as well as perishable. It leads to a lot of opportunity loss, because if cargo doesn't reach the distributor on time, it cannot go on the shelves on time, and the products cannot make the revenue that they should have, so it leads to revenue loss. It also leads to loss of customer trust. If there is a disruption and you are not aware of it, the customer is aware that your cargo is impacted by the disruption, or in a normal sense, there are generally delays. You can't predict the delays very accurately, but when actual delays happen, your customer is aware of it. If they are asking it's already late, so you have to inform the customers in advance.

How do you do that for thousands of shipments? How do you ensure you are not taking any fines due to not meeting compliances? I'm talking about not just the regulatory compliances, but also the customs and carriers’ compliances. Management of so many things is very complex, and companies have been doing it on emails and spreadsheets. This is one of the biggest challenges that companies have been facing, especially in pharmaceutical manufacturing.

The second category of problems would be that few companies have actually adapted a few systems to manage their entire cross-border shipments. However, they are facing implementation issues in that they're not able to get the objectives that they wanted to get. These are the two kinds of major categories and buckets of challenges faced by the shippers in the pharmaceutical industry, manufacturers in the pharmaceutical industry, as far as the supply chain is concerned.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Gautam Prem Jain, GoComet’s Co-founder and CEO, discusses obstacles encountered by shippers in the pharmaceutical sector. 

Managing Shipment Variety 

precision logistics Dan Gagnon

There are some cell and gene therapies that require “needle-to-needle logistics.” Could you describe what this process consists of, along with its benefits?

The whole concept of cell and gene—and some of this innovation—is that cells are extracted from a patient's body. They're literally re-engineered and put back into a patient's body to more organically fight off some of these diseases. It's quite a miracle. Cell and gene in terms of a volume opportunity for logistics today is very small, but you can see the success, especially, in terms of the body probably being the best tool to use to fight some of these kinds of diseases. Cell and gene therapy is extremely promising.

With needle-to-needle logistics, you can see the complication because you’re literally extracting cells out of a person. You need time and temperature management to get those cells to what I'll call “the lab.” Those cells go in, they get re-engineered. They are obviously very critical—somewhat unstable—and then they need to be brought back to the patient. And when I say the patient, usually it's back to a point-of-care facility in which it's managed by a healthcare professional, but it's a very precision-like move. We're not talking pallet loads or trailer loads of stuff. We're talking about, someone's “humanness” in cells being brought back and forth.

If something goes wrong with the extraction—because the manufacturing process does take a little bit of time—or God forbid that when the cells have been re-engineered, or are going back to the patient, the whole process has to start over again, and now you're impacting patients' lives. So this needle-to needle-logistics is going to be a much more significant part of healthcare innovation. In the future, we're going to start to see precision logistics be a much more important part of what any logistics company that's focused on healthcare just has to be good at.

How do you envision the value and impact of precision logistics developing over the next five years?

In five years, if you are a logistics or transportation company that does not have precision logistics capabilities, you're not in healthcare. At the end of the day, to move control room temperature or ambient medications and devices, it's pretty easy stuff. It's moving product from point A to point B. There are some complications around information for regulatory requirements and some of those things. but if you're going to claim to be in healthcare, you really have to be good at two things.

One, you have to be very good at understanding regulation and enabling audit defensibility for your customers. Two, when it comes to this precision logistics, you have to be very good at keeping things stored and delivered on temperature and on time. The equipment's getting better, the SOPs are getting better, but it's also a cultural thing. You need an organization to say, “there's no exception, this has to be delivered today. This has to be delivered before 8 am.” There has to be this culture of service, that you're going to have happen if you stay in healthcare five years from now, and if cell and gene—and precision logistics—gets as big as we think it will.

In the final portion of his Pharma Commerce video interview, Dan Gagnon, UPS Healthcare’s VP of Global Strategy & Acquisition Integration, discusses the value in needle-to-needle and precision logistics, including its impact over the course of the next five years.

The Importance of Precision Logistics

Dan Gagnon biologics preservation

What challenges surround the preservation of biologics, and what role have transparency & visibility played in this effort?

A lot has changed. A while back, we didn't even what was in a box, or what was on a pallet, or whether it had temperature requirements. There was complete ignorance to what was being moved from point A to point B. The evolution that has happened is that transparency and visibility of what's in the box, what the temperatures are, when things have to be delivered, if something has experienced an excursion or not, all of that data is now available. The equipment and the processes are absolutely there—they've evolved today.

I think the struggle that many logistics companies and transportation companies are working on now is cost management, because I think all the pieces are in place, but now it's trying to drive down cost to deliver on time and within temperature. This is going to be a very logistics thing to say, but most people don't recognize trade flow imbalances, which is a nightmare for a transportation company. What I mean by that is there are pockets of pharmaceutical manufacturing, so airplanes and cold chain ground equipment, refrigerated trailers or reefers, they're all leaving a town full of vaccines or biologics. The problem is that those assets are really defined to manage and carry pharmaceuticals, so bringing them back generally ends up bringing them back empty.

Of course, the challenge is to figure out how to optimize a network in which every time you move an aircraft, a pallet, or a refrigerated trailer, you're trying to keep it as full as possible for every leg. A lot of companies manage milk runs from town to town to make sure that there is some consistency, but I would say that that's one of the bigger focuses. I'm not suggesting that managing excursions and cold chain overall has been completely solved. I will say that it's being solved enough that now we're saying, okay, let's continue the improvement, but let's start to do it at a more effective and efficient cost. This is where you're going to see data. You'll see AI, you'll see the applications of some of the technology designed to optimize and help providers do that.

What are the keys to maintaining stability in the healthcare space?

UPS loves healthcare because there is some stability in it. Unlike a lot of our other business, especially in the small package network, there's not this major peak during Christmas, or during the end of the year (during the holiday season). There is some stability year-round with healthcare. Now, it's not recession proof, but it is recession resistant. That’s one of the reasons we like it. There's a balance throughout the year.

Having said that, in the recession and economic downturn, there are still some impacts to healthcare. Elective surgeries come down. Also, in consumer health—things that may not be as necessary—you'll see a slowdown in some of that. For the most part, acute healthcare, trauma—the things that are big healthcare expenses—those major illnesses that require treatment continue. They continue regardless of the economy. There are bits and pieces of healthcare that really stay stable throughout a recession. An interesting dynamic (sticking with cold chain) regarding biologics and vaccines is that if you look at the drug pipeline, over 55% of the drug pipeline, especially in stage I, is a biologic or a vaccine. We're going to continue to see more output out of pharmaceutical manufacturers for these temperature-sensitive materials, which is a great thing. You're going to see the need for cold chain expand. Usually, this innovation, whether it's a vaccine or a biologic, is designed for some of the fastest growing illnesses out there: diabetes, respiratory illness, cardiac issues. Cancer is a one of the fastest growing disease categories, and a lot of these solutions, vaccines, and biologics are designed to treat those fast growing chronic diseases. Where I'm going with all of this is that I do think we're going to continue to see growth, especially within pharma and very specific subsegments of pharma, regardless of whether the economy is declining or not.

In this part of his Pharma Commerce video interview, Dan Gagnon, UPS Healthcare’s VP of Global Strategy & Acquisition Integration, dives into the challenges of safeguarding these products, while also sharing his keys to sustaining stability in the ‘recession resistant’ healthcare industry. 

Obstacles Facing Biologics Preservation

Dan Gagnon temperature-sensitve biologics

Given your plethora of healthcare supply chain experience, could you describe the evolution of frozen/cold biologics in the logistics space?

 When we started, logistics companies and transportation companies were just moving things. And as it pertains to healthcare, there was not a lot of guidance, specifically regulatory guidance. There was a lot of guidance for manufacturing, there was a lot of guidance for what I would say are the core players within healthcare, but for the logistics providers, there wasn’t.

Many of us when we first entered the logistics space, we would take GMP—good manufacturing practices—and we'd focus on those and try to interpret what the intention of those regulations and guidance points were and apply them to logistics. Over the last 15 years, there has been a lot more attention on the regulatory side. We have now GDP—good distribution practices—coming out of Europe. There’s IATA [International Air Transport Association], which is an organization that manages regulations for airlines and air transportation. They've created some guidance around cold chain, and cold chain moves. I think that as you look through the big landscape, the shift is that logistics companies used to just be told what to do by their pharmaceutical manufacturers to enable compliance, but now what you're seeing is logistics companies take a vested interest in being proactive to be compliant.

What I really like, especially over the last six to seven years, is that logistics companies are getting ahead of it because they know logistics better than anyone else. Therefore, they understand processes and what needs to be in place to be compliant. That includes the equipment we use, the standard operating procedures, practices, background checks, and all the things that enable and exude compliance. Logistics providers are now being a little bit more aggressive.

Maybe the last piece of this one is that COVID accelerated all of that learning because we had a world and many governments—many manufacturers of vaccines and biologics—that really didn't understand logistics. All they knew is the science and they needed to get this stuff out and into arms quickly. What happened is logistics companies needed to really jump in.

I'll speak for UPS Healthcare. We started investing in freezer farms because we knew that it was going to be mRNA or deep-frozen vaccines that were going to be launched first. It really forced most in the industry—if you were going to play in healthcare—to really start to invest before that first vial was shipped. I think those were the big moves over the last 20 years.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Dan Gagnon, UPS Healthcare’s VP of Global Strategy & Acquisition Integration, discusses the development of frozen/cold biologics when it comes to the logistics space, along with how the companies themselves have changed over the years.

The Evolution of Temperature-Sensitive Biologics

Cathy O'Brien UPS Health Sustainability

: What technology in the sustainability space are players in the industry adopting?

I think we need to do a lot more. When I look at what is here at LogiPharma, and when we look at what's available on the market, the big focus continues to be the container providers. We see all the packaging companies, the container companies, they're all investing in new technology that's more sustainable. How do you get a more sustainable cold chain container? That’s kind of been the story for last few years around sustainability. Obviously, vehicles are becoming more sustainable. We know that there's the big talk about sustainable aviation fuel. But for us, we're really looking at how can you use an efficient network to avoid waste. It’s linked to the masterclass. Today, we showed in the masterclass that $36 billion worth of drug product is wasted every year because of broken cold chain. So, you can adopt all these containers, which is fantastic and make them sustainable. But if you're still going to have to overproduce, oversupply, and waste and destroy product, it's not sustainable. You need to look to look at the grassroots problem, which is that we have a network that doesn't work for moving pharma product. How do you remove that waste out of the supply chain? Again, for me, that’s an area where we need to do a lot more work and investment on which we talked about today in our master class. But the innovations in technology for example, how do you make sure that an aircraft is fully utilized? That's another area where we work on heavily. We have what we call the smart logistics network and an Orion technology. That technology basically ensures that our drivers take the fastest route, they use less miles, they're for you using less fuel. Also, we’re building very efficient networks, like our aircraft, our trucks, they leave full so we’re not wasting space. When you say what technology is out there, I haven't really seen and maybe I haven't walked around enough today, but I haven’t really seen anything unique in the technology space here that we aren’t already using. What I have seen when talking to pharma companies is that more of them are actually adopting the technology that is out there with the new containers, so that’s cool. But I do think that it’s kind of superficial and we need to make sure that we're looking at the root cause of the problem, which is overcomplicated supply chains, overproduction of the product, and not managing some of that risk, so that you don’t have to basically waste product, which is not sustainable from a cost perspective, from a transport perspective, etc.

Why are control and transparency so critical in the healthcare logistics space?

At the end of the day, it's the patients, right? When you think about it, the product is going to the patient. If you don’t have the control and visibility on the whole chain along the way and if you know how long it sat on the tarmac for, then you know this patient is at the end of it. Controlling visibility is very important for a few reasons. The data needs to be able to act if there's a problem and to serve the patient as quickly as possible with the drug that they need. We talked in the masterclass about decision making. Being able to make those decisions earlier will lead back to a lot more of an efficient supply chain. In a way, it’s all interconnected. Control and visibility allow the manufacturers to produce what they need to produce when they need to produce it, supply it where it needs to go, but also manage the issues before they occur. The more data we have, the more control, the more visibility than the better decisions we all can make in order to make sure we're serving the patient at the end of at the end of the supply chain, which is what is most important.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Cathy O'Brien, VP of Sales, UPS Healthcare discusses current technology that the pharma industry is adopting when it comes to sustainability.

Latest Conference Coverage

LogiPharma Europe 2024: UPS Healthcare VP of Sales Talks Technology and Sustainability

Cathy O'Brien Cold Chain UPS Healthcare

: What specific trends have you noticed the show?

There’s a lot of tech developments. It’s probably the first year where I've noticed a lot of the innovation is coming from the tech space around digital technology control and visibility. There’s been some cool and innovative tech ideas coming from companies where they're looking at how do you get that control and visibility right to the final mile, right to the patient. That’s probably the newest trend I've seen in terms of where the focus is on new innovations. A lot of the other trends we’ve been talking about for awhile are cold chain management, cold chain solutions, capacity in the cold chain, as well as sustainability, which is always in these events over the last five years, a hot topic as we all know.

: You recently led a “masterclass” on delivering agility in supply chains by building a multimodal cold chain network while also reducing risks. What did that entail?

We had a high turnout. We were talking a lot about the challenges that we've seen since COVID. But I don’t want to talk about COVID, it’s in the past. But since COVID, we've seen so much disruption. We’ve seen the war in the Ukraine, we now have the war in the Middle East, and we're seeing the Suez Canal channel challenges. The whole discussion was about all those challenges happening in pharma, which are for the most part uncontrollable. There are external factors you can’t control. How do you control the areas you can control? If we look at the cold chain network that is mostly used by pharma today, there's many breaks and risks in that cold chain. The whole discussion was around how to mitigate those risks. How do you remain agile, resilient, in the face of all this disruption by making decisions that you can actually make to reduce risk in your supply chain, which many of the pharma companies in the room today admitted, they're a bit slower to make change? When it comes to logistics, supply chain collaborations, and partnerships, they tend to continue to do what they've always done. So, we were kind of challenging that whole concept, and then talking about what if you could actually control the whole end to end supply chain with what we call your closed network, meaning you have the same provider right from the beginning of the journey, right to when you deliver the product, either to the patient or to the hospital or to the final mile. You call it that chain of custody, it doesn't get broken. What would that do to mitigate your risk? That was the main discussion point. UPS is investing heavily in healthcare; we have been doing so for the last 15 to 20 years. But since 2019, we have invested billions of dollars in expanding the cold chain capabilities. Now we’re on the next two-to-three-year journey, which is how do we bring our cold chain freight network to our customers and really look at that cost study ownership and the control and visibility that I just talked about. When you marry the control and visibility of the technology that's out there with a network like UPS’, then you really can address that broken cold chain and those risks in the cold chain.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Cathy O'Brien, VP of Sales, UPS Healthcare discusses her masterclass on delivering agility in supply chains by building a multimodal cold chain network while also reducing risks at LogiPharma Europe 2024. 

LogiPharma Europe 2024: Delivering Agility in Supply Chains Through Building Multimodal Cold Chain Networks

Tower Cold Chain LogiPharma Europe 2024

: What are you hoping to accomplish at LogiPharma Europe?

As a supplier and producer of cold chain packaging, we're predominantly here to speak to our customers, deliver what we believe are groundbreaking solutions to meet their needs, and just get a get a feel for where the industry is going and ensure that our product base and our offering matches that requirement.

: What trends have you noticed at the show?

I think building on previous years, we’re seeing more interest in IoT, digital technology, the ability to build smart, and intelligent functionality into the products from a number of our competitors. Obviously, we're delivering that as well through a number of partnerships with digital companies.

We’re seeing more development in the small box market, through cell and gene therapy, patient-centered therapies, direct-to-patient and higher value, smaller volume products. There’s a couple of new technologies that we’ve seen that are quite interesting. I think the industry is moving forward.

: How do you envision the future of cell & gene therapies, especially pertaining to cold chain storage?

I think with cell and gene therapy, generally there seems to be a bit of a split between -80°C solutions, or -60°C to -80°C and then cryogenic obviously below -150°C. We currently have a collaboration with CRYOPDP to expand our offering into the cryogenic area. We’re also working with CRYOPDP with our own products in terms of dry ice and higher temperatures. I think everybody's waiting for cell and gene therapy to really take off. It’s been predicted for a number of years, and it seems to be starting to move now. We’re seeing a lot more interest from our customer base in it, but not with significant volumes that I think the industry was potentially predicting two or three years ago. I think one of the key things that we'll see going forward is more collaboration, whether that be in the ability to offer a broader range of products, or again from a sustainability standpoint, to try and improve return logistics on reusable solutions as well. We’re seeing a number of companies now that are collaborating more, and we’re trying to do that ourselves.

: How can companies in the industry collaborate on sustainability?

I'm relatively new to the industry. I've been with Tower for three years, and one of the things that horrifies me is the amount of single-use packaging that the industry uses. Well over 50% of all pallet shippers and small boxes are single use. That’s an inordinate amount of waste and a huge environmental impact. I’m hopeful that we can start persuading. Particularly now, people are more interested in the sustainability side of their business. So, our business is based on product life that exceeds well over five years, therefore much more circular solutions, and much better sustainability and low-waste opportunity. From a product development perspective, the challenge is building it now with robustness for no penalty of weight or volume, which we're starting to see now. I think as product values get higher, the potential of waste is much more significant. 

In an interview with Pharma Commerce Editor Nicholas Saraceno, Martin Hawes, Global Head of Product Development, Tower Cold Chain offers insights on the future of cell & gene therapies when it comes to cold chain storage. 

LogiPharma Europe 2024: Tower Cold Chain Global Head of Product Development Discusses the Future of Cell & Gene Therapy and Cold Chain Storage

Niklas Adamsson Envirotainer Cold Chain LogiPharma

PC: How can data and digital tools help improve visibility and risk management when it comes to cold chain shipping?

I think data is the key for the industry moving forward from several dimensions. It's not only about risk, but about sustainability and cost control. We have to be holistic when it comes to the balancing act of these three factors, where data is going to be playing a vital role in being successful. We have both data pre-shipment, meaning risk mitigation, doing trade analysis based on historical data. Is this the right choice or do you need to change? When you have a new lane coming up, how should you deal with that? So that's kind of using data, pre-shipment in evaluating this situation. Then of course, data and visibility is key during shipment. In this kind of volatile world that we live in with all these potential disruptions, we need to act fast as an industry. If something comes up, the ability to act is based on live data, which is crucial to the product. With post-shipment, we need to do a root cause analysis. In that case, data is vital, because we need to understand what happened. You can really see how data plays a vital role before, during, and after the shipment. From our perspective, we use data also for our internal purposes, because we capture data from our equipment every 10 minutes. We use that based on machine learning AI to develop predictive maintenance algorithms, which means that we are being more efficient and maintaining our fleet, making sure that we are able to respond even faster to our customers. 

PC: Could you discuss the growing focus on sustainability and the importance of reducing emissions in the pharma supply chain?

I think sustainability is one of the key elements for everybody here. It's our responsibility not only for our generation, but for future generations. For us, sustainability is twofold. First, it's about about being able to provide the most sustainable equipment to the market, making sure that we maximize the payload, minimize the weight, making sure that we provide the most sustainable solution. Second, it's about how you operate. We need to make sure the scope three emissions are as low as possible. What's in our control is making sure that our customers can avoid doing unnecessary empty container repositioning. That's why we launched our one way program, which means that our customers can more or less pick up a unit anywhere in the world and drop it off anywhere. By avoiding empty container repositioning, which is not good for a sustainability material, we are able to leverage our global network to make sure that those units are used instead of being moved empty. So I think sustainability is really one of the key aspects. But coming back to what I mentioned before is that the balancing act between sustainability, cost and risk, I think it's dangerous to only focus on sustainability. Because if you only look at sustainability, you may actually lose your focus on risk and cost control. However, if you do it with a more structured holistic approach, focusing on sustainability, you actually may be able to minimize the risk as well. But you now need to kind of have a balanced view on it. The risk is that if you only focus on sustainability this year, in a few years, you're gonna see costs increasing, because you left that behind. However, these three are highly interconnected. If you're smart dealing with sustainability, you will be able to address risks, as well as address cost control.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Niklas Adamsson, COO, Envirotainer, suggests how to improve visibility and risk management for cold chain shipping. 

Cold Chain

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