Today’s complex biopharmaceuticals and highly personalized medical therapies and devices drive increased complexity in supply chain operations and a growing reliance on contract manufacturing. Contract Manufacturing Organizations (CMO) expansion has made the supply chain harder to manage for both life sciences companies and contract suppliers as both sides manage large numbers of partners with varying processes, standards and information-sharing arrangements. To address this complexity, pharmaceutical and medical device companies must challenge the status quo by transforming the way they collaborate with their contract manufacturers. Our research report delves deeper into the current challenges and how advanced digital technologies can enable a new era of supply chain collaboration.

Pharmaceutical, biotech, and medical device companies and their contract manufacturers know they must improve the way they collaborate with each other. From product development to capacity management, we uncovered their priorities.


Of all respondents plan to make improvements to their product development processes


Of pharma company respondents cite limited visibility and control over product manufacturing and quality


Of all respondents want to improve collaboration within their quality management processes


Of CMO respondents say tech transfer complexity is the key challenge in working with pharma companies

The ultimate goal

The ultimate goal is to deliver real patient value with a supply chain transformation powered by collaboration and continuous improvement. Following these 4 steps will help you get there:

1. Start with a top-down approach

Identify a C-level sponsor to drive the innovation and change agenda and build strong leadership engagement from functions across the organization.

2. Define a collaborative roadmap, then scale

Join forces with key partners to define a joint implementation roadmap.

3. Co-invest on strategic innovation and share the value

Avoid the trap of misaligned objectives, whether in controlling costs or building niche capabilities.

4. Continuously measure and improve

Define the right governance structure, ensuring operations are sustainable.

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Be sure to read our full report to learn more about the key findings and to see real-world examples of supply chain collaboration.

Anne Marie O'Halloran

Managing Director – Life Sciences

Greg Ciccarelli

Life Sciences Strategy Consulting


Configure the elusive patient-centric supply chain

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