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Supply Chain Logistics

1rem

interview, Tracy Lopez, North America’s head of customer service and 3PL operations for Dr. Reddy’s Laboratories, explains:

How the third-party logistics (3PL) process typically operates

Key factors manufacturers should take into account when choosing a 3PL, along with the range of services a reliable 3PL should offer

The important lessons learned since the onset of the COVID-19 pandemic that have contributed to improving operational efficiencies

Trends within the pharmaceutical industry that 3PLs should be preparing for

The role of 3PLs in shaping the pharmaceutical industry over the next decade

Tracy Lopez uncovers the fundamentals pertaining to third-party logistics providers.

Selecting the Right 3PL

 interview, Donald Prentiss, founder and CEO of Qualthera, explains:

The role that compounding pharmacies play in the pharmaceutical supply chain

How compounding pharmacies helped bridge the gap for patients in need of their medication (especially during the tirzepatide shortage), while dispelling the notion that commercialized and compounded drugs are competing with one another.

What he believes needs to be done amid the various legal battles pertaining to GLP-1s that are currently taking place

The inspiration behind Qualthera, along with its objectives

Donald Prentiss discusses the value of these pharmacies, especially during shortages.

A Closer Look Into the Role of Compounding Pharmacies 

The history behind the Drug Supply Chain Security Act (DSCSA)

The latest DSCSA exemptions and what that means for trading partners

How this piece of legislation and AI are able to intertwine

Nicholas Saraceno offers an overview of the legislation and how it impacts the pharma supply chain.

Nov. 27 is Here: What Does That Mean for DSCSA?

 interview, Rob Sobie, chief product officer of Intelliguard, a provider of hospital medication management and data intelligence solutions, discusses:

The key challenges that hospitals are currently facing

Why he believes that the drug supply chain is failing

Successes surrounding the implementation of RFID technology

A high-level overview of the Drug Supply Chain Security Act, along with his thoughts on the latest exemptions that were recently announced by the FDA

Rob Sobie outlines the importance of supply chain transparency for the benefit of patients.  

The Impact of RFID: Enhancing Medication Management

 interview, Chris Williams, International Managing Director of Alloga Europe and ICS, discusses:

What’s needed to support advanced therapy medicinal products from a temperature standpoint

The current state of third-party logistics (3PLs) in Europe and what areas need to improve

How expectations of pharma companies have changed in terms of what they expect a 3PL partner to provide

How Alloga’s new facilities in Spain and the Netherlands fit within the company’s strategy

What he believes 3PLs can do to support supply chains more efficiently

Chris Williams expands on the services that a third-party logistics (3PL) partner should offer, while sharing ways to alleviate standard supply chain issues.

The Capabilities of a 3PL Provider

 interview, Peter Ax, founder and CEO of UpScriptHealth, a direct-to-consumer telehealth company, describes:

Why he believes ongoing and active drug shortages are the highest they’ve been since ASHP began tracking this in 2001

The current landscape of shortages in general

How drug shortages directly affect patients

What is needed to alleviate these issues surrounding the supply chain

Peter Ax provides insight as to industry’s lack of supply, along with how to mitigate these issues. 

Addressing the Drug Shortage Crisis

 interview, Chip Davis, president and CEO of the Healthcare Distribution Alliance (HDA), a national organization that represents primary pharmaceutical distributors, discusses:

The benefits of the Distribution Management Conference, and the value it provides for the industry

, including a look at how the challenges presented to distributors now differ, and how they are being addressed

Progress that has been made toward full connectivity since the FDA announced a “stabilization period” to finalize implementation of the DSCSA before November 2024, along with some of the most significant issues for trading partners

Some of the root causes of drug shortages, and how distributors are work to mitigate them

Key initiatives and plans that the HDA is focused on for the second half of 2024, and how these will shape the future of the pharmaceutical supply chain.

Chip Davis recaps the organization’s Distribution Management Conference and addresses distributors’ preparedness for DSCSA implementation. 

Overcoming Supply Chain Challenges

 interview, Allen Jacques, a life sciences industry thought leader at Kinaxis, dives into:

What he sees as limitations of current government efforts when it comes to boosting domestic production of essential medicines, and why they aren’t sufficient

The challenges that generic drug manufacturers are facing today

Why more resilient and transparent supply chains are necessary in the pharmaceutical industry, and how these can help mitigate shortage issues

Allen Jacques explains the history behind medications’ lack of supply, while offering ways to help alleviate their impact. 

Mitigating Drug Shortages

 interview, Brandon Newman, Xevant’s CEO and founder, explores:

The implications of the Inflation Reduction Act’s price negotiation provisions, and how these could result in ripple effects across the healthcare system

The role that pharmacy benefit managers (PBMs) and other intermediaries' play when it comes to determining drug costs, and how spread pricing is involved

How Xevant helps improve drug cost transparency efforts

Strategies for affordability Newman would offer the pharma industry that can be implemented immediately

Brandon Newman joins The Pharmaceutical Commerce Podcast to discuss the evolving role of PBMs, including the importance of drug price transparency. 

A Further Examination of Pharmacy Benefit Managers

 interview, Rob Besse, Archbow Consulting’s VP of distribution services, shares:

A general overview of how the 3PL process works, using his 20-plus of pharma supply chain experience as added insight

The factors that manufacturers should consider when selecting a 3PL, along with the array of services that a quality 3PL should provide

Valuable lessons he believes 3PLs learned during the COVID-19 pandemic that have helped improve efficiencies

Trends affecting the pharma industry that 3PLs be on the lookout for the rest of the year

Podcast is available directly on SoundCloud.

Rob Besse offers a breakdown of the third-party logistics (3PL) process, including lessons that these providers have learned coming out of the pandemic.  

A First-Hand Account of 3PLs

The move by the CDMO—who also houses a North American HQ in Indiana—expresses its interest in providing compliant storage and logistics solutions globally.

Singota Solutions Opens New Plant in Balerna, Switzerland

The Beijing location represents the sixth worldwide.

AstraZeneca Financially Commits $2.5B Toward New R&D Center

The thermal packaging company not only bolsters its APAC presence—it also grows its influence in the life sciences’ temperature-monitoring logistics sector.

Cold Chain Technologies Inks Deal for Global Cold Chain Solutions

The CRDMO’s acquisition of the Baltimore plant is expected to boost its biologics presence.

Syngene Purchases First US Manufacturing Facility for $36.5M

The updated tax on Canadian imports will rise from 25% to 50%, taking effect March 12.   

President Trump to Double Tariffs on Canadian Steel and Aluminum 

Pharma’s Response to the Biosecure Act

, Brad Stewart, BDO’s national life sciences co-leader, describes the challenges that tariffs may pose to reshoring manufacturing services in the life sciences industry. He highlights the complexity of supply chains in this sector, which are large, long, highly-regulated, and slow to change. Given that future administrations may alter tariff policies, reshoring decisions need to account for the potential reversal of these changes. While it can be more expensive, prioritizing U.S.-based manufacturing capacity can help de-risk supply chains, particularly as tariffs and uncertainty continue to affect global operations.

Stewart emphasizes that the life sciences industry’s supply chain is not limited to finished products but also includes raw materials and components sourced from different countries. Drug substance production often occurs in one country, with fill-finish processes in another. The unpredictable nature of tariffs on goods at various stages of production further complicates the situation, especially when combined with issues like transfer pricing and taxes. These complexities require companies to develop strategies to better manage these risks.

To address these challenges, Stewart suggests that life sciences companies focus on minimizing risks by moving more of their manufacturing capacity back to the U.S. While this may come at a higher cost, it offers the benefit of stability in the face of changing tariffs and taxes. Stewart notes that building new manufacturing capacity in the U.S. is expensive but advisable for companies planning long-term investments, as it allows them to better manage risks and focus on their core mission of producing life-saving products.

Stewart also comments on the internal constraints that nearly a quarter of life sciences CFOs are reporting as their biggest manufacturing obstacle; how artificial intelligence can help support pharma leaders in managing their supply chains; and much more.

What is the Biosecure Act, and in what ways are pharma companies preparing for it, especially from a compliance standpoint?

 The Biosecure Act came about last year, and Congress thought that certain Chinese companies had too much access to the to the US market, or created a threat to US companies because they had access to information about American citizens, a variety of different things. In the Biosecure Act, Congress posed several different things. One was that if a company received funding from the US government, they were barred from doing business with specific Chinese companies. In the Biosecure Act, Congress named five companies to start with. They additionally set up a process where future companies could be added to that list, and the bill never passed. It passed the House, didn't pass the Senate, and then we've changed Congresses and administrations, so we don't know what'll happen.

Although, I was on a call last week, and at least one of the people felt that it'll come back up again at some point this year, but essentially, what it did is it created turmoil in people's supply chains. The five companies that were named are some of the largest partners of life sciences companies around the world, and all of a sudden, potentially not being able to have your product manufactured by them is very challenging. For companies that already were partnered with those companies, I think most of them took a wait-and-see approach, because if you're making a biologic, you may have a year or 18 months of tech transfer, and all the cost—that's after finding a new partner to manufacture a product—to move the product, and manufacturing to a new supplier.

Many people were sort of like, well, let's keep a close eye on this and make a decision if something happens. For companies that were looking for new partners, from what we've seen talking to our BDO clients, there was a big drop off in people that were partnering with those Chinese companies. It was just a lot of potential risk to them. Many of these are companies that have one product, it's their first time manufacturing, and the thought of potentially mid-clinical trial or something else, having to go and find a new partner and transfer it to someone else, was just too much risk for them. I think a lot of those companies have chosen partners other than those named, even in many cases, choosing non-Chinese partners, just because of the potential risk. That's definitely created a lot of stress and turmoil in the supply chain, people moving to US CDMOS, European CDMOs, Korean, all over the world, and so again, it's like I said before, uncertainty isn't helpful. We're already in life sciences, an incredibly high-risk business. By definition, it's a high-risk business. And then to introduce these other uncertainties, makes it exponentially more challenging.

In the final part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Brad Stewart, BDO’s national life sciences co-leader, details the Biosecure Act, including the ways pharma companies are preparing for it, especially from a compliance standpoint.

Futureproofing Pharma Supply Chains 

How can artificial intelligence help support pharma leaders with managing their supply chains and addressing potential material shortages?

 That's the question for the last two years is: how does AI really change what we're doing here? Specifically, in the supply chain, i'ts one of those areas where people are starting to use AI, which is helpful, and as I said earlier in a question, you really want to make sure that you understand your supply chain. You have backup suppliers, but you're also managing your inventories, and sometimes, when things are uncertain, you hold larger inventories just to minimize your risks, and I think that's really where people have the opportunity to use AI right now—trying to understand where weaknesses are in their supply chain, where critical parts are that they don't necessarily think about.

Let's just say there's tubing or certain bags you use, or a buffer you use all the time, and on the surface, it seems to not be a problem, because you always have it in stock. There're no complaints, but what you don't realize is you have a six-month lead time for that buffer because it's something that you have custom made, or it's shipped from somewhere else. You just have a really great person in your supply chain group who always knows to order it nine months ahead of time, and keeps a close eye on inventory to make sure you have it because they've been there long enough to understand it's a constraint in your supply chain.

I think that's really a huge opportunity. We sometimes have humans who understand what they're doing so well that it seems obvious. It seems like everything's working well, but what you don't realize is if that person leaves or retires or something else, that suddenly breaks down. I think that's a chance with AI to look for those non-obvious weaknesses in your supply chain. It's certainly an opportunity too for financial people to try and model what would happen. What’s my cost of goods going to end up being if next month, there's a 20% tariff from all my raw materials coming from this country, or a 50% tariff, whatever it may happen to end up being from all my raw materials there.

They can then start thinking through those different potential scenarios and saying, well, maybe the least risky thing for me to do is to import it for my company that the tariffs are 20% now, but supply is adequate. I know I can get it whenever I need it, I have a good relationship with that supplier, and it may not be worth saving a little bit of money with someone that I'm uncertain that I'm going to get supply from.

In the fourth part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Brad Stewart, BDO’s national life sciences co-leader, addresses how AI can help support pharma leaders with managing their supply chains and addressing potential material shortages.

How Pharma Leaders Can Secure Supply Chains 

In what ways might tariffs disrupt pharma supply chains, and how can leaders evaluate and prepare for the resulting challenges?

I wish there was an easy answer to that. I think the most honest answer is, nobody knows yet, and it's very challenging, because these—even in the last month or two—have changed in terms of when they were going to happen and what was going to happen. The challenge is the uncertainty, and that's really the most challenging thing in any business, uncertainty about what's going to happen. You can plan. Maybe you'll plan badly, or maybe you'll plan well if you know what's going to happen, but when you're uncertain of what's going to happen, it makes it much tougher.

With the fact that things are so uncertain, here's what people can do. One is that we expect and believe there will be tariffs on some things. Some of those seem to be pretty obvious, most things from China. Let's just ignore pharmaceuticals specifically right now. There are tons of raw materials that we use in the life sciences industry. Even if you're manufacturing in the United States, you still need to purchase equipment supplies. If you're using tubing, reusable, or single-use bags for bioreactors, filters, gloves, a huge number of things that are just routine, everyday purchases for people, whether they're for research and development or manufacturing, they’re coming from China and other countries. Those seem pretty certain that there are tariffs that are going to be implemented and potentially increasing.

I think in those cases, just like any other business, people want to look at their supply chains, they want to try and understand the basics you'd want to anytime. Do I have a reliable supply chain? Do I have a supplier who can provide products to me when I need them with a reasonable timeframe? Do I have the right cost suppliers? So maybe even with a 10% tariff or a 20% tariff, my supplier in China still is a lower cost than buying it domestically or buying it from someone in Europe.

Then three, I think it's good business practice, regardless, to have alternate supply chains. You should have backup suppliers for most of your products. Maybe they're more expensive, maybe you don't need to go to them, but that's just a really good business practice to have backup suppliers, particularly if it's an item which has to be qualified. You might even go through the qualification process to make sure that you can substitute in those suppliers as business conditions change.

In the third part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Brad Stewart, BDO’s national life sciences co-leader, outlines the ways that tariffs disrupt pharma supply chains, along with how leaders can evaluate and prepare for the resulting challenges.

The Impact of Automation on Costs and Variability

, Jason C. Foster, CEO of Ori Biotech, describes how the current state of cell and gene therapies (CGTs) shows promising potential, particularly in curing cancer and rare diseases. These therapies are safe and effective, with evidence demonstrating their curative capability. However, their widespread adoption is hindered by challenges in manufacturing at large scales and at affordable costs, limiting patient access. While three CGT products have advanced from last-line to second-line therapies, the number of patients receiving treatment has remained relatively unchanged, signaling that access, not prescription willingness, is the primary issue.

Only about 10,000 patients were treated with CGTs in 2024, out of a much larger global pool of patients who could benefit, with access in the United States at just 20%, and far lower in other regions. The real obstacle is the inability to produce these living, often personalized therapies at the scale needed for broader distribution. Many existing production processes rely on outdated technology that cannot meet the demand or provide the level of access needed.

This situation creates a vicious cycle: limited access leads to doubts about the commercial viability of these therapies, affecting investment in future innovations. CGTs cost billions to develop, and investors and companies require financial returns to continue funding new therapies. If the therapies cannot reach the market or gain sufficient coverage, the commercial future of CGTs is uncertain, risking investment in this area and potentially diverting capital to other treatment modalities. Overcoming these manufacturing and access barriers is crucial for unlocking the full potential of CGTs and improving patient outcomes globally.

Foster also comments on the manufacturing bottlenecks; regulatory hurdles; role of automation; and economic and healthcare system challenges pertaining to CGTs.

How do you see automation playing a key role in improving efficiency, reducing costs, and ultimately, expanding patient access?

A broad church of automation has quite a lot of differences within it. Some people think the robots are coming to save us. Unfortunately, the robots are not coming to save us. Having a robot arm move one thing from one place to the next adds minimal value in the whole scheme of things. Ultimately, when it comes to automation, people always tend to use a car analogy, the Toyota manufacturing line idea or concept, which is not far off.

Essentially, what you're doing is you're replacing human beings that are highly skilled, very expensive, and that they're not enough of, with machines. And the machines are very good at doing the same thing over and over again in the same way every time, and not introducing variability, which human beings are not very good at. No matter how expert we are, we tend to introduce variability because we're human. What the new generation of automation technologies like Ori’s, which is called the IRO, essentially automates that bottleneck, that core bottleneck we were talking about, which is seven to 10 days of a standard CAR-T manufacturing process. It allows us to do the same thing every time. To sterilely move fluids from one step the next inside the system, the cells stay in optimal cell growth conditions, so you can shorten processes. The way we are able to increase throughput and decrease variability while decreasing cost is decreasing labor. The first cut is that we take about 60% of the people needed out of the process, which is great, because those people are highly skilled and can be doing lots of other high-value things, besides micro pipetting under the hood or tube welding. Those things are not value added.

Let’s get the automation technology to do that, and then the remaining 40% of labor is de-skilled. You have a high school graduate, technician-level person, versus a PhD immunologist, of whom there aren't enough of, so that labor equation shifts dramatically. A lot of the cost savings that I just quoted you—that 50% cost reduction—comes from labor.

The other big bucket where the costs come from, equally, are driven by automation, which is, we're much more efficient at using those very expensive reagents that go into the process. They’re the ingredients, if you will. If CAR-T was like baking a cake, you've got media which feeds the cells. You've got activation reagents, which are very expensive. You've got growth factors, cytokines, which are very expensive, you’ve got viral vector, which is very expensive. Can we use those inputs much more efficiently, so that we can use less of them as an example and therefore drop the costs and still get that same safe and effective product out? We've demonstrated with our automation technology that we're able to use—just as an example—about 116

 of the amount of media. So we use one liter, versus some processes which use 16 liters. Like a perfusion bioreactor, where it's just kind of washing through the system, we can use about 25% of the viral vector. We've demonstrated you can get the same number of CAR-positive cells, so CAR-T cells out of the process, using a viral vector MOI of 0.25 as you would use today in a process, using an MOI of one, so essentially 75% less viral vector. And that in and of itself is a massive cost savings. The ability to drive costs out of the system, have repeatable, reliable, scalable processes that we do the same thing every time, no matter where we are in the world, and how many manufacturing facilities we're working in, is part of the key that automation unlocks, and that's one of the ways in which we envision a future where tens of thousands and then hundreds of thousands of patients get treated every year.

In the final part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Jason C. Foster, CEO of Ori Biotech, comments on how he envisions automation in the CAR-T manufacturing space playing a role in improving efficiency, reducing costs, and ultimately, expanding patient access.

Navigating Internal Constraints and Uncertainty 

What are the internal constraints that nearly a quarter of life sciences CFOs are reporting as their biggest manufacturing obstacle, and what other hurdles are they encountering?

So at BDO, we just completed our CFO survey, and part of that was looking specifically at life sciences CFOs. As you said, 24% of them said internal manufacturing constraints were a huge problem that they face. There’re a lot of different challenges hidden there. We think of big companies, like Pfizer, that have huge global footprints of manufacturing, but the reality is, most companies are smaller, don't have internal manufacturing, and may work with a CDMO partner, or scaling to that.

They're still in discovery phase and moving towards clinical phase. Some of those just don't have the capability or capacity for internal manufacturing and wonder how to do that. It’s sort of a confluence of events that make it an incredibly challenging time. The Biosecure Act, which was proposed last year, puts strain on potential Chinese partners to produce biologics for people, and currently, the talk about tariffs and other things have made it very challenging, because people just don't understand what's likely to happen in the future, and so it's very difficult for people to plan and figure out what they're going to do right now.

In the second part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Brad Stewart, BDO’s national life sciences co-leader, outlines the internal constraints that CFOs are reporting as their biggest manufacturing obstacle, along with other hurdles they are encountering.

Overcoming Bottlenecks in Personalized Medicine Manufacturing

What are the primary factors causing manufacturing bottlenecks in this space, and how can the industry overcome them in order to scale up production?

There're really three problems that need to be solved simultaneously, Unfortunately, it's not just one. Throughput is one, so how many doses can we just physically manufacture? There are costs, because obviously high cost of goods often drives high prices to the end payer. The third is quality.

We need to make sure that we're addressing throughput, costs, and quality all at the same time. If you only address one, let's say we can make lots of products, but they still are half a million to $5 million a patient, it’s still going to be difficult to get access. Maybe we can address costs, but if we can only make 10s of products or hundreds of products, we're not going to treat more patients. It's this kind of ability to address all three of those things that’s just truly required. So ultimately, the bottlenecks in the process consists of a couple unique factors. Obviously, we discussed that this is a circular supply chain. It's a personalized medicine that starts with a patient and ends back with that same patient. That's totally unique, because there's nothing we've ever had to face before. When you're stamping out tablets putting them in bottles, and sending them to pharmacies, that's a very kind of well-established and understood supply chain. Similarly, with biologics, we figured that out, but those are generic, not with a capital G, but a little G. They can apply to any patient. That same medicine goes to all the patients, and it's universally applicable. In this case, if you make a product for you, it's no good for me, and that has its own implications, because we have to make sure and get back to that exact patient and there's a lot of steps along the way.

The true bottlenecks today are several-fold, so that circular supply chain is challenging. It's not insurmountable, but it's challenging when you have to harvest the patient cells in one country, freeze them, transport them to an airport, fly them halfway across the world, process them for three, four, or five weeks, freeze them, and fly them back. That kind of logistics increases the complexity and cost, but as we look to the throughput question, how we just get more doses through the system, it's really the part of the process that is the bottleneck. When you're making a CAR-T therapy as an example for you, we would take your patient, your immune cells. We'd freeze them. We'd send them to a manufacturing facility somewhere. We would thaw them. We would choose the cells we want. We'd select them, and then we would wash and concentrate. All of those steps in the upfront that we're preparing the cells, getting them ready, that takes about six hours or so.

The next steps include the activating of the cells to get them ready to grow, the genetic reprogramming. You'll be very familiar with the challenges around viral vector manufacturing and how we actually create a CAR-T cell, in this case, out of a T-cell, which has to do with it, the DNA, the transfer from the viral vector, and then the expansion steps. Upfront took about six hours. That bit takes about 240 hours, so 10 days or so. And if you look at the bottleneck, something that takes 240 hours, clearly is always going to be the bottleneck, if you've got six-hour processes running. So what we need to do—and what the IRO platform that Ori has launched recently intends to do—is address that core bottleneck, those steps that are the longest, the most labor-intensive, and the most expensive. If we address that bottleneck well, which we think we are able to certainly help—and I'll tell you why I think that, and how that works exactly—addressing that bottleneck alone can move us 10x higher throughput. So we get the same footprint, the same clean room, and we can make 10 times the number of doses, while at the same time cutting cost of goods by 50%.

In the second part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Jason C. Foster, CEO of Ori Biotech, comments on the primary factors causing manufacturing bottlenecks in the space, along with how the industry can overcome them in order to scale up production.

The Case for Reshoring Manufacturing to the United States

How will the tariffs impact the reshoring of manufacturing services?

In four years, we'll have another administration, and maybe this goes the entire opposite direction. These are very challenging things, because our supply chains in the life sciences industry are large, long, highly-regulated, and take long periods of time to change, so changing something that you might change back in a couple of years is difficult.

I think there are some obvious things though. If you have capacity in the US now, does it make sense to prioritize that? Absolutely. That's just like we said in the earlier question, a way to de-risk your supply chain. If you're working with a CDMO or you have internal manufacturing capacity that you can utilize—and maybe it's slightly more expensive—it's probably worth that small additional cost to de-risk it and not have to deal with that uncertainty. It depends on what you're doing. Also, I think one of the things that people don't think about is that it's not just the finished products we worry about. We get raw materials from other countries. We purchase products that we need in the manufacturing process, whether it's for testing or actual manufacturing. One thing people don't think about is our supply chain to actually manufacture these drugs is global. It's not at all uncommon for drug substance to be made in one country and then fill-finish to occur in another country. That's why the uncertainty is frustrating. Because then you're like, okay, where are these tariffs going to be put on? When I'm shipping DS to another country for a fill-finish, or when that fill-finish product comes back, or at every point in that value chain? Then, you layer that on top of transfer pricing and taxes—not tariffs, but the actual taxes that that people are paying on these products. Those are very complex issues that I think companies are going to have to start to work through to try and understand how to best manage that.

What strategies can pharma leaders use in order to start shoring up their supply chains?

The easiest point for most life sciences companies now may be just to minimize risks like that. If I can move some of that capacity back in the United States, look to do more of the work here so that I'm not worried about what the taxes or tariffs or anything else may be going forward, those are just things that allow me to focus on my core business of making products to help save people's lives. I think the other thing—particularly about whether people will start to build new capacity in the United States, which Lily is doing—is that it’s a much more expensive thing to do, but I certainly think it makes sense if anyone's planning on building new capacity to very seriously consider doing that in the United States.

In the first part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Brad Stewart, BDO’s national life sciences co-leader, discusses how the tariffs impact the reshoring of manufacturing services, alongside the strategies that pharma leaders can use in order to start shoring up their supply chains.

Streamlining Prescription Processes

In the final part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Tom Dorsett, CEO, RazorMetrics, describes how the software company’s solution can help deliver better patient outcomes and substantial savings for healthcare plans, employers, and members alike.

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