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Life Sciences

Marked by a completely reconfigured market showing a major trend towards concentration, increasing externalisation, the arrival of generics and regulatory requirements linked to public health and environmental impacts, the evolutions underway in the pharmaceutical industry have brought with them a number of new strategic challenges:

  • refocus growth strategies on the offer, by diversifying it - vaccines, biotechnologies, animal health, generics, OTC (over the counter), services, etc. - by adapting it to new markets– local needs, production constraints and processes – and by developing global partnership strategies across the product value chain.
  • optimise R&D to reduce time-to-market and development costs on one hand, and to prolong product lifetime through better design on the other. This optimisation requires a thorough rethink of the design process, which should now be focused on pooling knowledge and expertise within virtual teams, on protecting intellectual property while externalising or sharing R&D effort, and on integrating computer-aided design and simulation tools.
  • make products safer and control their impact, among other things by optimising pharmacovigilance and marketing authorization (MA) and post-MA procedures to offer a better guarantee of innocuousness, whilst remaining vigilant on the issue of environmental impact. The reliability of suppliers and their facilities needs to be assured within a complex ecosystem into which the product lifecycle is fully integrated.
  • efficiently manage support for distribution and for end-customers through the streamlined use of new communication channels and by establishing permanent, interactive dialogue. Support to healthcare professionals, including online training, sites dedicated to products and their specific features, and management of professional communities are all new priorities for the pharmaceutical industry.

These strategic challenges place the emphasis both on the need to stimulate innovation – product, technique, process – and on the ability of big pharmaceutical companies to rethink their product lifecycle, at the design stage to find new growth drivers and in seamless organisations to recreate the conditions for operational excellence from design to distribution through production.

Case reference

Automation of R&D project management

Altran analysed, modelled, specified, designed, developed and implemented a cross-site communication and R&D portfolio management system including data management and processing.

Case reference

Treatment observance and adherence monitoring system

Altran developed a patient centred end-to-end healthcare solution which allows pharmaceutical companies to gather data from clinical studies and to diversify into services.

Case reference

Monitoring of a temporary use authorisation (TUA) unit

Altran monitored a whole TUA unit from assessment, recording and validation of requests, information of the physician and of the hospital pharmacist, products supply, assessment of product tolerance through to drafting of epidemiological reports.