This collaboration is intended to reduce costs, enhance sustainability, and ultimately accelerate the production and accessibility of essential medicines.
Thus, the breadth of what needs to be changed to deploy a new platform technology is significant.. Resistance to challenging accepted practice.Regulatory and patient safety risks are always high up the agenda for the pharmaceutical industry.
The unfamiliar and the new are assessed as having higher risk than the known.. How manufacturing sits versus perceived value creation in the pharmaceutical companies.In reality, pharmaceutical value creation comes from the development or acquisition of promising NCEs, and their ability to commercialise them.Manufacturing is complicated and costly and may be seen as a necessary inconvenience, rather than a potential strategic advantage..
The locus of power and decision-making in companies.Operational engineering and manufacturing drive the majority of investment plans and proposals.
Their expertise, understanding and comfort lie with the plants and systems they work with every day.
This creates a natural inertia away from any transformation of technology or approach.. Capital governance processes skew decision-making and inhibit the new..However, the logistical, cost, and carbon impact concerns led to the development of a platform approach.
This approach, exemplified by Platform II, leverages the benefits of manufacturing at the component level while achieving manufacturing-like productivity on-site.It allows for fast, accurate, low-carbon frames, and efficient MEP design and installation, addressing previous concerns while enhancing efficiency and sustainability.. 2.
Standardisation at component level with endless configuration:.Platform II standardises at the component level, allowing for complete freedom at the asset level, akin to IKEA's business model.
(Editor: Basic Smart Thermometers)