GlaxoSmithKline plc: analysis of patenting 1998 – 2001

This article complements earlier (1998) reviews of the patenting policies of Glaxo Wellcome and SmithKline Beecham and highlights the considerable differences in patenting strategy between the two companies. It compares the patenting activity across each major therapeutic area with the company’s 2001 revenues from these therapeutic areas. This highlights how both companies’ patenting policies provide a similar spread across therapeutic areas, heavily focused on the areas from which the company derives most of its revenues. Two notable features are the weakness of both companies efforts in the cardiovascular field, commensurate with the small cardiovascular franchise and the extensive portfolio of genomically-based patents developed by SmithKline Beecham, which contrasts to the insignificant patenting efforts of Glaxo Wellcome in the same context.     

Company Profile: Smithkline Beecham: analysis of patenting 1989–93

Chiron is arguably the foremost specialist biotechnology R&;D company in the world. This profile details the Company's uniquely low ratio of patents per compound derived from the exceptionally large and active development pipeline, the Company's strong associations with large conventional companies such as Ciba-Geigy and their aggressive company acquisition policy which has resulted in rapid sales growth but has adversely affected profitability. The Company's patenting policy and profile is discussed, revealing that 75% of its patenting is classed as pharmaceutical, dominated by virus-orientated projects and with virtually all of its inventors based in the US. This article provides in depth analysis of Chiron's patenting activity and R&;D between 1990 and 1995.     

Company Profile: Warner-Lambert: analysis of patenting 1992 – 1995

The Warner-Lambert group, which incorporates Parke-Davis and Goedecke, is ranked outside the top twenty pharmaceutical companies in terms of sales. However, it is an interesting and innovative company which has a very distinctive patenting policy. The company specialises in the neurological, musculoskeletal and cardiovascular areas; immunologicals, anti-infectives and anticancers are of secondary importance. This article analyses the patenting activity of the company over the past four years and indicates the research areas of interest.     

Company Profile: Part One Pharmacia: Analysis of Patenting 1992-1995

Pharmacia, which incorporates Kabi and Farmitalia Carlo Erba (FCE), has recently agreed to merge with Upjohn (see part two of this profile); the resulting company will have annual sales in the region of $7bn and will be one of the world's top five pharmaceutical companies. The following profile indicates the R&D strengths and weaknesses of the pre-merger company by analysing its patenting activity over the past six years.     

Merck & Co., Inc.: analysis of patenting 1998 – 2002

This article complements an earlier (1997) review of the patenting policy of Merck and indicates how the company continues to file extensively. It compares the patenting activity across each major therapeutic area with the company’s 2001 revenues from these therapeutic areas.     

The Financial Returns on Investments in Process Analytical Technology and Lean Manufacturing: Benchmarks and Case Study

The combined deployment of process analytical technology (PAT) and Lean manufacturing offers extraordinary financial opportunities for pharmaceutical manufacturers at every scale. While many articles have been published describing the economic and quality opportunities presented by improved pharmaceutical manufacturing performance, greater understanding of the financial benefits of PAT and Lean at the individual company level is needed to support accurate valuation of corporate investments in manufacturing performance upgrades. This paper describes research using industrial benchmarks and published data for publicly-traded companies to demonstrate the value potential posed by combined deployment of PAT and Lean in pharmaceutical manufacturing operations. A method of estimating the financial return on investments in PAT and Lean is described by considering their impact on the profitability of a hypothetical mid-sized generic pharmaceutical manufacturer. The results of the case study show that based on benchmark data for the generic drug manufacturers, it is possible to return savings of up to 6% of revenues by improving process capability and supply chain management through strategic deployment of PAT and Lean manufacturing.     

Pfizer,Inc.: analysis of patenting 1998 – 2001

This article complements earlier reviews (1995 and 1998) of Pfizer’s patenting policies and examines how the acquisition of Warner-Lambert has affected the new Pfizer’s patent portfolio. It compares the patenting activity across each major therapeutic area with the company’s 2001 revenues. This highlights how the patenting activity suggests that Pfizer is starting to build a portfolio of potential anticancer products and is showing increased interest in the identification of novel anti-inflammatory agents. These findings are complemented by considerable efforts to support its existing large cardiovascular and CNS franchises.     

SmithKline Beecham: analysis of patenting 1995 - 1998

This study of SmithKline Beecham over 4 years shows that the company’s patenting activity has increased strongly in recent years, as a proportion of total pharmaceutical patents published. The patent protection for a majority of their inventions is only sought in a relatively modest range of 15-20 countries, with heavy emphasis on Western Europe, the US and Japan. There has been a shift towards the US as the priority country of choice - it now accounts for just under 50% of all first filings. The company’s collaboration with academia seems strong relative to other pharmaceutical companies, and their long standing relationship with Human Genome Sciences continues to yield a substantial number of patent filings. The top 34 inventors (10 or more inventions each) account for just over 60% of the company’s output. The main therapeutic field is anti-infectives.     

Taisho: analysis of patenting 1994 - 1997

Taisho, Japan’s seventh largest pharmaceutical company, has a well-balanced portfolio of patents but a relatively small development pipeline. There is evidence from joint patenting that collaborative research is taking place with other Japanese companies, and with institutions in China. Natural products feature prominently in Taisho’s patenting, and the diseases which are targeted include atherosclerosis, neurodegenerative disorders, osteoporosis and gastric ulcers. Approximately three-quarters of Taisho’s patent applications are filed only in Japan, and when the decision is taken to seek international protection this is always achieved by using the PCT; territorial coverage, however, is consistently narrow, extending only to Europe and a core of no more than six additional countries.     

我国医药企业营销模式的战略选择

目的 探讨新医改背景下中国医药企业营销模式的战略选择.方法 解读新医改方案,对两家医药企业(扬子江药业和恒瑞医药)典型的营销模式进行比较分析.结果与结论 医药企业营销模式应顺应医药市场两级分化的趋势,借助商业渠道提升营销活力,通过专业培训提高人员素质.此外,开展营销推广时学术活动应与公益活动有机结合.     

Company Profile: Bristol-Myers Squibb: analysis of patenting 1992–1995

Bristol-Myers Squibb, formed by the merger of the Squibb Corporation and Bristol-Myers in 1989, is the third largest pharmaceutical company in the world. The company specialises in cardiovascular research, with an exceptionally high proportion of in-house development compounds (81% in 1994). Values for the patents per compound ratio (1.4) and R&D spend per patent ($6.63m) are mid-range for the industry and indicate that the company has a more selective patenting policy than many of its rivals.     

基于“五力竞争”模型分析基本药物制度对制药企业战略选择的影响

本文运用"五力竞争模型"对基本药物制度下的制药行业进行分析,进而分析基本药物制度对制药企业的竞争战略的影响,阐明基本药物制度对制药企业的战略选择的影响。发现基本药物制度通过改变制药行业中的"五种竞争力量"影响制药企业的战略选择,企业应结合行业变化及自身特点进行战略选择。     

The nature of outsourced preclinical research – the example of chemical synthesis

The possibility to buy standardized external services or even new and innovative methods within drug discovery has increased dramatically during the last decades. Service providers are able to provide timely and efficient solutions to any given problem within preclinical research. The outsourcing behavior depends on the specific company type. Generally, the outsourcing level of emerging pharmaceutical and biotechnology companies is much higher than established companies due to low or missing internal resources. Whereas the “make-or-buy” decisions of large and fully integrated pharmaceutical companies are mainly competency driven, those of mid-size and small pharmaceutical, as well as biotech companies show a specific combination of cost/capacity and competency. The three different cooperation models “price competition”, “project selection,” and “strategic partnership” were identified. For all types of companies, the cooperation model of “strategic partnership” offers access to high-level expertise while reducing fixed costs and complexity. This was shown using chemical synthesis as an example but is also true for other areas of preclinical research.     

Company Profile Sanofi: Analysis of patenting 1992–1995

Due to the recent acquisition of Sterling Winthrop, Sanofi is now the highest ranked French company in terms of its R&D portfolio and occupies tenth place overall. The new company publishes around fifty pharmaceutical patent applications per year, over a quarter of which fall into the neurological and cardiovascular categories. Musculoskeletal, alimentary and anticancer research are of secondary importance with around two or three applications per year. This article serves to analyse the patenting trends for the company during the period 1992 - 1995 and indicates the classes of compounds currently under investigation by the merged company.     

Company Profile Sankyo: analysis of patenting 1993 – 1996

Sankyo, Japan's second largest pharmaceutical company, has an extremely varied patent portfolio, rich in natural products and tending to be concentrated in therapeutic fields in which the Company has no current products. Joint patenting within Japan is significant, but partners are exclusively industrial; joint ventures and agreements exist with several multinationals. Licensed-in products dominate Sankyo's clinical development phases, but a strong preclinical pipeline and a recent sharp upturn in patenting suggest that this may change. Only a third of Sankyo's patenting is international, and even that has relatively narrow territorial coverage.     

Company Profile: Yamanouchi: analysis of patenting 1989-1995

In the league table of Japanese pharmaceutical company sales, Yamanouchi ranks fourth, behind Mitsubishi Kasei, Takeda and Sankyo. The company specialises in anti-infectives, cardiovascular, neurologicals, blood & clotting and musculoskeletal research, with 60 compounds reported to be in development. This article analyses the patenting strategy of the company and highlights key research projects.     

Company Profile Ciba-Geigy: analysis of patenting 1991 - 1995

Ciba-Geigy is the world's 8th largest pharmaceutical company, ranking 5th in Europe behind Glaxo-Wellcome, Hoechst, Roche and SmithKline Beecham. The company has a highly selective patenting policy which focuses on compounds with clear development potential. The major areas of research are musculoskeletal, cardiovascular and anticancer     

Company Profile: Fujisawa: Analysis of patenting 1992–1996

Fujisawa is the fifth largest pharmaceutical company in Japan. It has an unusually high R&D investment in comparison to overall profitability and remains an almost exclusively Japanese company with a uniquely high proportion of Japanese inventors. The majority of patents filed are anti-infectives, with almost twenty inventions each year. These are dominated by β-lactams and quinolones. Fugisawa's more important inventions are filed first in the UK, leading to families of worldwide patents claiming UK priorities. However, lack of protection in some smaller markets may become a disadvantage for Fujisawa as the company exploits its inventions internationally. The following article profiles the patenting activity of Fujisawa between 1992 and 1996.     

Patent Analysis Central & Peripheral Nervous Systems: Anticonvulsants and antiepilepsy drugs: patent analysis 1990–1994

Several pharmaceutical companies are concentrating their research efforts towards the development of new anticonvulsant and antiepilepsy drugs (AEDs). At present, one in every 200 pharmaceutical patents contains compounds which are claimed to exhibit anticonvulsant and/or antiepileptic properties. This article is an analysis of the patenting trends in this area of research and describes both established therapies as well as novel compounds still under investigation.     

Reducing Global Supply Chain Risk Exposure of Pharmaceutical Companies by Further Incorporating Warehouse Capacity Planning into the Strategic Supply Chain Planning Process

Purpose

Warehouse capacity planning in the pharmaceutical industry is characterized by high uncertainty and limited transparency within companies, a situation that often leads to reactive firefighting solutions by local warehouse managers. Using a deterministic simulation model, this study presents a practical approach to further integrate long-term warehouse capacity planning into strategic supply chain planning at a more detailed level in order to enable proactive planning.

Methods

This study includes a literature analysis and a series of interviews with 11 of the largest research-based pharmaceutical companies. The study analyzes the current situation and future requirements of strategic warehouse capacity planning. We then formulate a deterministic simulation model and validate it within an extensive embedded case study. In order to verify our model’s applicability, the concept is developed with more than 15 warehouses at a case study company between January 2013 and July 2014.

Results

The results show that warehouse capacities must be further considered in strategic supply chain planning in order to mitigate the risk of exhausting logistics capacities after business developments such as the market entry of new products.

Conclusions

We have provided a practical way to improve the strategic warehouse capacity planning process by breaking it down to a level that warehouse managers can handle, while at the same time limiting the effort required to ensure applicability. Indeed, the case study company is in discussion with a vendor to implement the study’s findings in its commercial software. Other companies would also profit from this research.