Archives: Agenda

3–4 California biotech companies share their perspectives in short, dynamic talks (5–10 minutes each)

Each company addresses a set of thought-provoking prompts:

• Biggest mistake in clinical trials today
• One thing pharma should stop doing
• One prediction for 2030
• What’s overhyped vs. what’s worth the hype
• What vendors misunderstand
• Where trials fail most often
• Biggest recruitment mistake

• How to transition from study-specific transactions to portfolio-level alignment by integrating IRT providers into long-term clinical roadmaps
• How to implement proactive governance models that prioritize joint risk management and continuous process optimization over reactive troubleshooting
• How to define shared success metrics that measure partnership health and clinical supply efficiency beyond basic system uptime

• How to harmonize disparate data streams—IRT/IxRS, ERP, and EDC into a single “Source of Truth” to drive faster, more confident supply chain decisions.
• How to move from periodic data snapshots to real-time clinical data feeds to allow for “living” forecasts.
• How to implement rigorous data quality checks to ensure supply models aren’t forecasting “ghost demand” caused by inconsistent site-entry habits or lagging EDC updates

• How to choose partners based on shared long-term goals, not just capabilities or price
• How to build transparent partnerships that drive open, effective problem-solving
• How to leverage regional sourcing for stronger partnerships without compromising risk or budget

Planning is one the most critical roles in the cynical supply chain. Planners decide how much study drugs produce, source package and distribute and when to do so. Consequently, all the clinical supply chain’s performance indicators (waste, costs, inventories, shortage risks, CO2 emissions, etc) are intimately linked to their actions. While systems help, they are not the main driver of a planning organization’s success.

• The 4 “P” (People, Process, Product, Performance) for a successful organisation 

• How to structure a team, including roles and responsibilities to make planning a strategic role 

• What are the essential processes to enable a high-performing CTS planning 

• How to make performance a priority and improve it through planning 

• Illustration through business cases, benchmarks and good practices