Time-to-Market

From clinical development to commercial manufacturing, many opportunities exist to shorten a drug’s time to market. Find out here how to make use of these opportunities.

The pharma industry: rethinking in a changing market

The pharmaceutical market has changed considerably in the past few years. The progress of globalization has made competition a lot more intense. Parallel to that, requirements asked for by regulatory authorities around the world have risen. These factors will affect development of markets in the long term.

The growing competitive pressure on the global pharma market is compelling pharma and biotech companies to reduce costs and to streamline operations. One major cost factor is the long development time for new drugs. It takes 8 to 12 years of intense work to produce a marketable drug. There is a lot of savings potential during this period. Costs can be reduced considerably by accelerating the time needed to put a drug on the market, the so-called time-to-market.

There is savings potential during the phase of clinical development, for example. One way is to couple the active substance with the injection system with great precision. This also applies to process development and later to production phase by condensing and synchronizing individual work steps. Since biological substances are especially complex when it comes to processing, it is recommended to work only together with companies with many years experience and expertise in order to reduce time-to-market.

Supporting an accelerated time-to-market

Vetter’s expertise helps move products swiftly from early development to market production.

Good first choices. Drug-delivery systems are not one-size-fits-all. Good early decisions foster streamline development. Based on extensive experience with drugs including peptide hormones and monoclonal antibodies, Vetter supports the selection of a suitable injection system and appropriate manufacturing process for each client product.
Integrated project management. Across functions and facilities, throughout the development effort, Vetter teams communicate and coordinate using project management principles. This process-driven approach helps to keep projects on track and timelines tight.
Smooth technology transfer. Development and commercial teams closely coordinate a product’s transfer from Vetter development laboratories to its large-scale manufacturing operations. Vetter replicates commercial-stage processes in its early-stage facilities to support preventing surprises at market production.
Partnership. Client collaboration is one of Vetter’s distinguishing hallmarks. A close working relationship not only opens communication and instills trust, it helps prevent wrong turns and rework – which, in turn, may save time and costs.
Regulatory guidance. Vetter has experience across international regulatory bodies and extensive knowledge of the documentation process. The company can advise clients on regulatory strategy and assist guiding the product efficiently through the regulatory process.

Case study: Vetter cuts process-development timeline by up to 9 months (only available in English)

White Paper: Time-to-Market (only available in English)