2012年-普华永道全球_Introducing_the_Pharma_2020_Series_16页_687kb

Pharma 2020 Series Summary

Core Content

The Pharma 2020 Series by PwC explores the transformation of the pharmaceutical and life sciences industry, focusing on strategies to adapt to a rapidly changing market environment by 2020. The series outlines key trends, challenges, and opportunities that will redefine the industry's operations, including R&D, supply chain, marketing, and tax strategies.

Main Trends and Challenges

• R&D Transformation:

  • The industry must move towards virtual R&D using emerging technologies like semantic technologies and computer-aided molecule design.
  • Predictive biosimulation and "virtual man" models will enable more efficient and targeted drug development.
  • The R&D process will become iterative, with data from one disease subtype influencing others.
  • Clinical supercentres may replace traditional multi-site trials, leading to a more streamlined development process.
  • The current four-phase clinical testing model may be replaced with a single, continuous phase approach.

• Supply Chain Evolution:

  • The supply chain will become a key differentiator and a strategic asset.
  • Companies must adopt agile and efficient supply chains to meet the needs of customised and complex healthcare products.
  • Four potential supply chain models are proposed:
    1. Virtual Manufacturer: Outsourcing all supply chain activities.
    2. Service Innovator: Integrating manufacturing with health management services.
    3. High-volume, low-cost provider: Borrowing from the consumer products industry.
    4. Franchise model: Turning supply chains into profit centres and offering them as standalone services.
  • Patient-focused supply chains will be crucial, especially as performance-based pricing and outcomes-based healthcare gain prominence.

• Marketing and Sales Shifts:

  • The industry must move from product-centric to outcome-centric marketing.
  • Performance-based pricing and pay-for-performance models will become more common, requiring a redefinition of sales and marketing roles.
  • Smaller, more targeted sales forces will be needed to focus on patient compliance and health management.
  • Companies will need to collaborate with payers and providers and build integrated, value-added health services.

• Tax Strategy Importance:

  • The shift to collaborative and service-based models will increase tax complexity and burden.
  • Corporate tax rates are expected to rise, and companies will need to rethink their tax strategies to remain competitive.
  • Transfer pricing, withholding taxes, and controlled foreign corporations (CFC) regulations will become more challenging.
  • Differential pricing will be necessary in emerging markets to manage tax and market pressures.
  • Companies may need to relocate activities to low-tax jurisdictions or regional hubs to optimise tax outcomes.

Key Opportunities

• Improved R&D Efficiency: Through virtual models and advanced technologies, companies can reduce costs and increase innovation.
• Enhanced Patient Outcomes: By integrating data, products, and services, the industry can shift from selling medicines to managing patient health.
• Revenue from Health Services: Companies can generate additional income by offering services like health screening, physiotherapy, and direct-to-patient delivery.
• Strategic Tax Planning: Tax departments must align with long-term business strategies, understand supply chain complexities, and leverage tax incentives in emerging markets.

Conclusion

The Pharma 2020 Series highlights that the pharmaceutical industry must transform its traditional models to remain competitive and relevant in the 21st century. This includes embracing virtual R&D, building agile and patient-focused supply chains, shifting to outcome-based marketing, and rethinking tax strategies in light of new business models and regulatory environments. The ability to adapt and collaborate across all sectors of the healthcare value chain will be critical for success.

Publications in the Series

• June 2007: Focuses on the need for industry transformation to capitalise on future opportunities.
• February 2009: Discusses the growing power of healthcare payers, providers, and patients, and the need for a 21st-century marketing and sales model.
• June 2008: Explores the potential of virtual R&D and the role of new technologies in improving drug development.
• April 2009: Analyzes alternative business models and the advantages of creative collaboration over fully integrated models.
• December 2009: Addresses the tax implications of new business models and the shift towards outcomes-based healthcare.
• February 2011: Highlights the need for rethinking supply chain strategies to align with new market demands and regulatory frameworks.

All publications are available at: www.pwc.com/pharma2020.