Outsourcing Pharma

Outsourcing Pharma – Teil 1 des Interviews mit Dr. Dankwart Rauscher

Ganz genau 3:30 Minuten benötigt man, um den ersten Teil des Video-Interviews mit Dr. Dankwart Rauscher zu genießen. Schnappe dir eine Tasse Tee oder dein Lieblingsgetränk und erfahre, was der Geschäftsführer von DU Pharma zu berichten weiß. In diesem Part plaudere ich mit Dankwart in Englisch über die Chancen und Grenzen und Outsourcing in der Pharma-Industrie.

Interesse geweckt? Du willst die Chancen im Outsourcing richtig nutzen?

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„Echte Service-Profis. Eine lohnenswerte Investition.“

– Rebecca Frings, Sparkasse Oberhessen

Englisches Transkript Outsourcing Pharma:

Bernhard Gandolf (BG)

Welcome to a Cup of Tea, a platform for insightful conversations with industry leaders.

I’m Bernhard Gandolf, managing director of eisq, european institute for service quality. Today we are joined by Doctor Dankwart Rauscher, the visionary CEO of DU-Pharma. You have lead several departments at pharmaceuticals for more than 25 years before you launched DU-Pharma. Dankwart, thank you for joining us. What brings you here today? A cup of your favorite tea, I hope.

Cheers and welcome.

Dankwart Rauscher (DR)

Cheers and welcome.

BG

Well, Dankwart, according to the consultants of McKinsey, your CEO colleagues are facing the most challenging disruption in pharmaceutical operations. They outlined six different challenges. For example, such chain disruptions or labor market. One remedy of McKinsey is to transform outsourcing into end to end partnerships and to mitigate operational risk with the help of external partners.

Given the challenges outlined by McKinsey, what are your top 2 or 3 operational priorities you believe CEOs in the pharmaceutical industry should focus on?

Top 2 or 3 Operational Priorities – End-to-End Partnerships in Outsourcing

DR

Yes, this is a very important topic. As the consultants at McKinsey rightly point out, it’s all about partnerships. That’s my top priority. Collaborating with service providers as mear suppliers or fee for service providers is an outdated model.

After all, most pharmaceutical companies today refer in an example to human resources business partners rather than HR departments. Secondary: supply chain. In mid 2023, the EMA published guidelines for the pharmaceutical industry that includes ten recommendations. Five of these are particularly emphasized for the supply chain and the supply of medicines. As example, clinical trials or pharmacovigilance activities are for high percentage outsourced to specialized CRO´s.

Also, generic product development is very often outsourced to specialized companies.

BG

I see. So

1. this transformation of end to end partnership outsourcing is one priority
2. and the second is the supply chain.

Thank you very much.

CEO Responsibility Business Process Outsourcing Pharma

The transformation of outsourcing McKinsey is talking about, is a typical CEO responsibility. To implement these changes, are there significant investments in budgets and consultants necessary? Or are there more cost effective approaches?

DR

At the first view external consultants are more expensive compared to in-house.

Vorschau Teil 2 Business Process Outsourcing Pharma

Im zweiten Teil erklärt Rauscher unter anderem, in welchen Bereichen Pharma-Unternehmen seiner Erfahrung nach Grenzen beim Outsourcing gesetzt sind. Schon bald werden wir Teil 2 veröffentlichen. Bleib gespannt und schau regelmäßig hier vorbei.

Unser Tipp!