 have formed a partnership to expand access to family planning, particularly in the developing world. Merck is pledging $25 million over eight years as part of its 

 program, a 10-year initiative to reduce maternal mortality. 

 has launched a three-year, $3-million initiative to support health departments in Atlanta, Houston, and Philadelphia, to enhance existing efforts and foster other innovative approaches to better serve people living with HIV/AIDS and prevent is further spread. The program supports the 

 HIV Care Collaborative for Underserved Populations in the United States. 

 also announced the first five partnership and inaugural class of fellows for newly formed Richard T. Clark Fellowship program, with PSI, a global nonprofit  organized working to improve the health of people in the developing world. The program aims to strengthen the capability and reach of charitable organizations focused on improving access to health services and health outcomes. 

 supported the “Roche Continents” program at the Salzburg Festival. The program invited 100 students from Europe to discover the role of innovation in the arts and science during a progam of workshops, discussions, and concert series. 

Articles

CSR and Sustainability Forum

A roundup of developments in corporate social responsibility (CSR) and sustainability from the bio/pharmaceutical industry, its suppliers, and other public and private organizations.

CSR and Sustainability in the News

Patient compliance is important when developing a drug-delivery system, particularly when treating chronic diseases that require daily administration. One possible alternative to daily injections may be a programmable, wirelessly controlled microchip with an implantable device that allows drugs to be released inside the body without percutaneous connections in or on the patient. An implantable microchip device also offers the potential for real-time dose schedule-tracking and for physicians to remotely adjust treatment schedules.

, Robert Farra, president and COO of MicroCHIPS, discusses wirelessly controlled and programmable microchip-based drug delivery as an alternative to subcutaneous injections with Patricia Van Arnum, executive editor of 

Earlier this year, MicroCHIPs reported a successful Phase I human clinical trial in which human teriparatide, a parathyroid hormone fragment [hPTH(1-34)] and anabolic osteoporosis treatment, was delivered from the device 

The primary objective of the clinical trial was to assess the pharmacokinetics (PK) of the released drug teriparatide from the implanted devices. Safety measures included evaluation of the biological response to the implant and monitoring indicators of toxicity. Secondary objectives were to assess the bioactivity of the drug and to evaluate the reliability and reproducibility of releasing the drug from the device. The device and drug combination were found to be biocompatible with no adverse immune reaction. The resulting PK profiles from the implant were comparable to and had less variation than the PK profiles of multiple, recommended subcutaneous injections of teriparatide. The study also demonstrated that the programmable implant was able to deliver the drug at scheduled intervals. Drug delivery and evaluation in patients occurred over a one-month period and provided proof-of-concept measures of drug release and device durability that support implantable device viability for 12 months or more.

Drug Delivery

Al podcast with Robert Farra, president and COO of MicroCHIPS, who discusses wirelessly controlled and programmable microchip-based drug delivery as an alternative to subcutaneous injections.

The Future of Drug Delivery: Wireless Microchip-Based Drug Delivery

 Targeted drug delivery is particularly important in the delivery of anticancer therapies to lower dosing, reduce side effects, maximize delivery of the drug substance to tumor sites. Recent research in nanolipogels and thermo-responsive lipid-based encapuslation help to advance approaches in this field. Also, a fabrication strategy for calcium carbonate microspheres also represents another interesting advance in the drug-delivery arena. 

Researchers at Yale University recently developed nanolipogels as a new drug transport technology to deliver anticancer therapies. The nanolipogels are nanoscale, hollow, biodegradable spheres, which are capable of holding chemically diverse molecules, according to a July 15, 2012, press release by the National Science Foundation (NSF), which is providing funding for the research. The nanolipogels contained transforming growth factor (TGF-β) and interleukin-2 (IL-2). 

"You can think of the tumor and its microenvironment as a castle and a moat," said Tarek Fahmy, the Yale University engineering professor and co-author of a recent paper detailing the research, in the NSF press release (1). "The 'castles' are cancerous tumors, which have evolved a highly intelligent structure—the tumor cells and vasculature. The 'moat' is the cancer's defense system, which includes TGF-β. Our strategy is to 'dry-up' that moat by neutralizing the TGF-β. We do that using the inhibitor that is released from the nanolipogels. The inhibitor effectively stops the tumor's ability to stunt an immune response." 

Specifically, the researchers developed nanoscale liposomal polymeric gels (i.e., nanolipogels) of drug-complexed cyclodextrins and cytokine-encapsulating biodegradable polymers to deliver small hydrophobic molecular inhibitors and water-soluble protein cytokines. The nanolipogel releasing TGF-β inhibitor and IL-2 significantly delayed tumor growth, increased survival of tumor-bearing mice, and increased the activity of natural killer cells and of intratumoral-activated CD8+ T-cell infiltration (1). 

"The cytokine can be thought of as a way to get reinforcements to cross the dry moat into the castle and signal for more forces to come in," said Fahmy in the NSF release. “In this case, the reinforcements are T-cells, the body's anti-invader 'army.' By accomplishing both treatment goals at once, the body has a greater chance to defeat the cancer,” he said. 

An important aspect of the nanolipogels is their ability to “package” two completely different kinds of molecules—large, water-soluble proteins, such as IL-2, and smaller water-phobic molecules, such as the TGF-β inhibitor—into a single delivery vehicle, according to the NSF release. The outer shell of each nanolipogel is made from an biodegradable, synthetic lipid that degrades in a controlled manner, can encapsulate a drug-scaffolding complex, and is easy to form into a spherical shell. Each shell surrounds a matrix made from biocompatible, biodegradable polymers that are impregnated with the TGF-β inhibitor molecules. Those near-complete spheres are put in a solution containing IL-2, which gets entrapped within the scaffolding, a process called remote loading, according to the NSF release. The result is a nanoscale drug-delivery vehicle that is small enough to travel through the bloodstream but large enough to be entrapped for delivery to the tumor sites. 

Inhalable and thermo-responsive, fat-encased nanoparticles

Researchers at the University of Sydney in Australia have developed inhalable and thermo-responsive, fat-encased nanoparticles as a possible treatment for lung cancer. The team designed inhalable, targetable particles that can attack tumors but leave healthy cells undamaged, reducing the side effects of cancer treatment, according to a July 27, 2012, University of Sydney press release. The particles consist of a drug encased in a lipid that can be activated using a magnetic field. The researchers incorporated budesonide and superparamagnetic iron-oxide nanoparticles (SPIONs) into lipid particles using oil-in-water emulsification (2). Particle size, chemical composition, responsiveness to magnetic field, thermosensitiveness,  and inhalation performance 

"When exposed to a magnetic field, the encased superparamagnetic nanoparticles vibrate, melting the fat, and releasing the drug," said research leader Wojciech Chrzanowski and  lecturer in pharmaceutics at the University of Sydney, in the press release. "The system we have developed addresses one of the most important problems related to the side effects of cancer-drug therapies, such as undesired interactions with healthy tissues. Since the drug is hidden in a lipid structure until it reaches the target site, the healthy cells are protected," he said. "We are able to trigger the drug release because our formulation is thermo-sensitive. External stimulus, in our case the electromagnetic field, induces the increase in local temperature within the particles, which activates the drug release. Under the microscope, the external electromagnetic field appears to shake the super paramagnetic nanoparticles in the formulation, producing heat that then breaks open the particles, releasing the drug at the tumor site. Because the formulation includes superparamagnetic particles, we are also able to guide the particles to specific sites using magnets,” he explained. 

The researchers found that particles of average diameter 2–4 μm with budesonide and SPIONs inside the lipid matrix responded to a magnetic field with 100% extraction at a distance of 5 mm. Formulations were shown to have accelerated rate of drug release at hyperthermic temperatures (45 °C)–controlled release. The produced inhalation dry powder had an inhalable fine particle fraction of 30%. The lipid system had thermo-sensitive characteristics, suitable for controlled delivery, and the model drug and SPION-loaded lipid system was magnetically active and movable using simple permanent magnets. Overall, the system was shown to have application as a targeted and controlled inhalation therapy (2). 

The research holds potential not only for inhalable formulations, but also for other drug-delivery applications. "Our system holds great potential not only as an inhalable formulation but for a wide range of applications where targeting and externally stimulating or triggering drug release is critical,” said University of Sydney Associate Professor Paul Young and recently appointed head of respiratory technology at the Woolcock Institute of Medical Research, in the release. "The important feature of the system is its ability to 'exploit' the temperature sensitivity of the formulation, so the drug release can be achieved at different temperatures. This is particularly important for multidrug delivery where different active compounds could be released at different times." 

Helmuth Möhwald and his team from the Max Planck Institute of Colloids and Interfaces in Golm, Potsdam, Germany, have developed a technique for producing microspheres for targeted drug delivery. The researchers used porous calcium carbonate microspheres as templates for the production of hollow three-dimensional balls, according to a July 2, 2012, Max Planck Institute press release. Specifically, the researchers showed that three-dimensional hybrid colloidal spheres with integrated functions and collective properties can be fabricated using common inorganic nano-objects as building blocks with polyelectrolyte encapsulation through a simple template strategy, which further opens up the fabrication strategy as an approach for developing hybrid materials with multiple functions and collective properties (3). 

 The researchers used calcium carbonate microsphere and filled the pores of the calcium carbonate spheres with nanoparticles, surrounded the filled calcium carbonate spheres with a web of long protein chains or polymer threads, and then dissolved the calcium carbonate template using acid. The nanoparticles arranged themselves into a porous sphere that was encased in the protein web, according to the release. “We can very easily combine substances to form a multifunctional unit and tailor their chemical and physical properties to the required function,” said Möhwald in the release. The protein web not only covers the hollow sphere, but also is biocompatible and can contain biochemical signalling substances that send the spheres directly to their target in the body. 

1. T. Fahmy et al., “Combination Delivery of TGF-β inhibitor and IL-2 by Nanoscale Liposomal Polymeric Gels Enhances Tumor Immunotherapy,” 

 online, DOI:10.1038/nmat3355, July 15, 2012. 

2. W. Chrzanowski et al., “Magnetized Thermo Responsive Lipid Vehicles for Targeted and Controlled Lung Drug Delivery,” 

 online, DOI: 10.1007/s11095-012-0774-9, May 15, 2012. 

3. X. Yan, J. Li, and H. Möhwald, “Templating Assembly of Multifunctional Hybrid Colloidal Spheres,” 

 online, DOI: 10.1002/adma.201200408, Apr. 23, 2012. 

Nanolipogels for anticancer drug delivery, inhalable and thermo-responsive, fat-encased nanoparticles for targeted drug delivery, and calcium carbonate microspheres are some recent developments.

Drug Delivery Insights: Nanotechnology and Microspheres

Procurement has witnessed dramatic change during the past several decades. A much simpler regionalized supply base has evolved into complex global supply chains. In the late 1970s, most purchases were from domestic, even relatively local sources. Companies had personal relationships with whom they were buying from, and as result, they were able to manage risk on a personal basis. Purchasers knew the character of their major suppliers and understood their financial health. It was easy to ensure that every purchase came from a select pool of suppliers. The biggest supply risks were of a much different nature, such as temporary labor strikes or mechanical breakdowns of shippers. It was easy to compensate for these and other basic supply risks by carrying extra inventory of in-process and finished goods. Most organizations had at most, dozens of suppliers, not the thousands of suppliers as most companies do today.  

In 1977, I was a young laboratory technician for a manufacturer that made power-steering hoses for the automotive industry. That was the year that early personal computers were first mass-produced for consumer sales, including the Commodore PET (Personal Electronic Transactor) with either four or eight kilobytes of memory, Apple II, which became an instant success with its printed circuit motherboard, and Tandy Radio Shack's first desktop computer TRS-80 with four kilobytes of memory and an early microprocessor. 

The year 1977 also was the beginning of the US prime interest rate ascent from 7.75% in September 1977 to an all-time high of 21.5% in December 1980. (Today, it is 3.25%.) It was a time of rapid technology growth and unpredictable financial stability. Both of these forces were key drivers of 35 years of procurement transformation. 

My earliest memory of what was then called the purchasing department was that  "they were the folks standing in between what I wanted to buy and the supplier I wanted to buy it from." But what a change we have witnessed since: purchasing to procurement, a highly tactical function to a valued strategic business partner. 

I have been lucky to have spent more than 20 years in procurement working for companies and leaders who were truly transformational, including in my role as vice-president of procurement, global systems and operations for GlaxoSmithKline (GSK). Working for GSK and other companies gave me a chance to be a part of tremendous change. Reflecting on the total experience, there are five areas that have driven the purchasing evolution to the procurement revolution: value to the organization, skills development, technology, best-practice adoption, and organizational design. 

. Thirty-five years ago, the typical purchasing department reported low within the company's overall reporting structure. It was a tactical operation whose basic function was commonly known as "place and chase," that is, call in an order and expedite the delivery. Today, the function is known as the procurement organization and typically reports directly to the CFO, head of supply chain, or COO.  We are even beginning to see a new trend where the chief procurement officer reports to the CEO and is a board member. 

. In the late 1970s, the primary skills required of purchasing personnel was the ability to handle multiple tasks in a fast-paced environment. It also helped if one were a "leveraged buyer" and was good at haggling. Most supplier selections had already been made by engineers, facility managers, and other end users before purchasing was contacted. The common hand-off to purchasing ended with a comment, such as "see if you can get a few more dollars off." Now, companies actively recruit seasoned procurement professionals with impressive resumes and proven track records of taking significant cost out of third-party spend. Also recruited are new graduates from the ever-increasing colleges and universities that have undergraduate and graduate degree programs focused on the supply chain. 

 Three and a half decades ago, purchasing technology consisted of the three-ply traveling requisitions and a telephone for ordering. When doing a detailed purchasing analysis, we were armed with a sharp pencil, lined paper, and a basic calculator. Early manufacturing resource planning systems with purchasing modules that aided in planning and produced a printed requisition were soon implemented. By the mid- to late 1990s, the first P2P (procure-to-payment) systems were available that automated the full cycle of requisitioning, approvals, ordering, tracking, receipt, and payment. Next to arrive was technology that allowed procurement to do online bidding (i.e., reverse auctions). Today, procurement technology has evolved to significantly improve process efficiencies (less headcount required), automatically analyze spend (identifies more savings opportunities), drive incremental savings (bottom-line impact), and enable effective control and contracting of critical spends (risk management). New solutions now allow organizations to compete better by using a true marketplace approach that automatically does the bidding and negotiation for the buyer. Solutions that perform combinatorial optimization for complex global spends result in new levels of savings and end-user satisfaction.  

. In the late 1970s, best purchasing practices were more associated with good inventory-management processes. The purchasing focus was on how to work with suppliers to receive goods just-in-time with suppliers owning the inventory until needed by the manufacturing line. I was associated with some of these early, difficult efforts that often were performed just-in-case  because the risks were just too high to not keep adequate inventory on hand. By the mid 1990s, procurement began adopting a new best practice, strategic sourcing, a seven-step disciplined process that ensured well-defined specifications, requirements, supplier and market knowledge, and a competitive process used for bidding and negotiation. With each passing year, more procurement analytics and strategy have been used to continually make improvements to the acquisition process, overall cost benefits, and total value provided. Best practices also have been developed for supplier management and supplier relationship management that focuses on getting ever-increasing value from the supply base beyond simply savings.  

 When I was starting out, purchasing departments were fragmented, decentralized functions that primarily existed to ensure that goods and services were delivered on time. During the past 15 to 20 years, a new model evolved and perfected where a central procurement group establishes common policies, procedures, and technology that allow corporations to develop the appropriate local, regional, or global strategies to maximize savings and value from the supply base.  

In closing, the past 35 years have witnessed a remarkable transformation for the organization tasked with managing a company's overall third-party expenditure. The evolution of purchasing to procurement has allowed corporations to enhance profitability in new ways. With a best-practice procurement organization in place, more dollars are dropped to the bottom line, and incremental value is elicited from the supply base on an ongoing basis. 

 is senior vice-president of FedBid, and formerly senior advisor for A.T. Kearney Procurement and Analytic Solutions, 

Outsourcing

The past three decades have driven a purchasing evolution to a procurement revolution.

Reflecting on 35 Years of Procurement Transformation

The global pharmaceutical market can be best described as a market of shifting growth between developed and emerging markets. Although growth in the global pharmaceutical market will rebound over the next five years, the strong spot will continue to be emerging markets as developed markets in the United States, Western Europe, and Japan see relatively weak growth. Growth in generic-drug spending, globally and particularly in emerging markets, will continue to be robust through 2016. 

Following several years of slowing growth, the global market for medicines is expected to rebound from a recent low of 3–4% growth in 2012 to 5–7% growth in 2016, according to a recent analysis by the IMS Institute for Healthcare Informatics. Growth will primarily be from emerging markets as growth in established markets in the United States, Western Europe, and Japan remains weak comparative to historical levels. Overall, annual global spending on medicines will rise from $956 billion in 2011 to $1 trillion by 2013, to nearly $1.2 trillion in 2016, representing a compound annual growth rate (CAGR) of 3–6%. For purposes of the IMS analysis, spending is reported as ex-manufacturer prices and does not reflect off-invoice discounts and rebates and is converted from local currencies to US dollars. Absolute growth in global pharmaceutical spending between 2012–2016 will be between $220 billion and $250 billion, compared with $298 billion in the prior five years. 

Additionally, patent expiries, which will peak in 2012, as well as increased cost-containment actions by payers, will constrain branded-medicine spending growth through 2016, at 0–3%. Developed markets are expected to experience their lowest annual growth this year, at less than 1% or $3 billion, and then rebound to $18–20 billion in annual growth in the 2014–2016 period. 

Growth in annual global spending is forecast to more than double by 2016 to as much as $70 billion, up from a $30-billion pace in 2012, driven by volume increases in what IMS terms the “pharmerging” markets and some uptick in spending in developed nations. The “pharmerging” markets are defined by IMS as counties with greater than $1 billion absolute spending growth of more than 2012–2016 and which have gross domestic product per capita of less than $25,000 at purchasing power parity. Using that criteria, China is classified as a Tier-1 country, and Brazil, Russia, and India as Tier-2 countries. Tier 3-countries are Mexico, Turkey, Poland, Venezuela, Argentina, Indonesia, South Africa, Thailand, Romania, Egypt, Ukraine, Pakistan, and Vietnam. 

Spending on medicines in developed nations will increase by a total of $60–70 billion from 2011 to 2016, following an increase of $104 billion between 2006 and 2011, according to IMS. The share of pharmaceutical spending in developed markets, which include the US, Europe, and Japan, will decline to 57% of global pharmaceutical spending by 2016 (down from 73% in 2006) as the share of pharmerging markets reach 30% of total global spending by 2016. 

Despite the highest number of patent expiries in history, spending in the US will grow between $35 billion and $45 billion during the next five years, representing an average annual growth rate of 1-4% although this growth still represents historically low levels. The US share of global pharmaceutical spending will decline from 41% in 2006 to 31% by 2016 due to patent expiries and slower brand growth, according to IMS. In the US, $103 billion, or 44% of 2011 brand spending will shift to generic-drugs through 2016. 

In Europe, growth will range from negative 1% to 2% through 2016 due to significant austerity programs and healthcare cost-containment initiatives. This weak growth compares to 3.8% for the period of 2007–2011. The share of global spending by the five major EU markets (Germany, France, United Kingdom, Italy, and Spain) will decline to 13% by 2016 due to slow economic growth and more aggressive cost-containment measures. 

The Japanese market is forecast to grow 1–4% annually through 2016, slightly lower than the rate during the prior five years and reflecting biennial price cuts scheduled for 2012, 2014, and 2016.  Japan’s share of global pharmaceutical spending is expected to remain at roughly 10% through 2016. 

Overall, patent expiries in developed markets will yield a five-year “patent dividend” of $106 billion, reflecting reduced brand spending of $127 billion offset by $21 billion in higher generic-drug spending, according to IMS. Pharma manufacturers will see minimal growth in their branded products through 2016. The market for branded medicines will experience flat to 3% annual growth through 2016 to between $615 billion and $645 billion, up from $596 billion in 2011. In the major developed markets, branded medicine growth will be “severely constrained,” according to IMS, at only $10 billion during the five-year period due to patent expiries, increased cost-containment actions by payers, and modest spending on newly launched products. The pharmerging markets are expected to contribute $25 billion to $30 billion in branded-product growth over the same period. Off-invoice discounts and rebates will offset about $5 billion of global branded medicine growth, according to IMS. 

Health systems in pharmerging markets will nearly double their medicine spending in five years, according to IMS. Annual spending on medicines in the pharmerging markets will increase from $194 billion in 2011 to between $345 billion and $375 billion by 2016, or $91 in drug spending per capita, according to IMS. The increase will be driven by rising incomes, continued low cost for drugs, and government-sponsored programs designed to increase access to treatments. Generic drugs and other products, including over-the-counter medicines, diagnostics, and nontherapeutics, will account for approximately 83% of the increase. China’s pharmaceutical market is expected to reach $161 billion by 2016, Brazil’s $47 billion, India’s $29 billion, and Russia’s $27 billion. The Tier-3 pharmerging countries are expected to collectively reach $95 billion in pharmaceutical spending by 2016, according to IMS. 

Manufacturers of small-molecule generic drugs will experience accelerating growth. Global generic-drug spending is expected to increase from $242 billion in 2011 to between $400 billion and $430 billion by 2016, fueled by volume growth in pharmerging markets and the ongoing transition to generic drugs in developed nations, according to IMS.  Between $224 billion and $244 billion of the increase in global generic-drug spending will be in pharmerging markets, according to IMS. 

Biologics are expected to account for about 17% of total global spending on medicines by 2016 and reach an overall market value of $200 billion to $210 billion in 2016, up from $157 billion in 2011, according to IMS. Seven of the top ten global medicines by spending will be a biologic within five years, according to IMS. Adoption of biosimilars as low-cost alternatives to the original biologic medicines will remain limited, according to IMS, as biologics remain protected by patents or market exclusivity in many countries. The global market for biosimilars is expected to be between $4 billion and $6 billion in 2016, representing 2% of biologics spending. In 2011, the global biosimilars market was estimated at $693 million, or only 0.4% of the global biologics market, according to IMS 

Global Feature

US spending on prescription drugs will increase through 2016 but at historically low levels as emerging markets are projected for double-digit growth.

A Tale of Two Markets for Global Pharmaceutical Sales

The Abbott Fund, the foundation of Abbott, announced last month that it had formed  a partnership with the US Secretary of State's International Fund for Women and Girls to aid women and girls in Burma. During the next two years, the Abbott Fund will provide $1 million to the Secretary's International Fund for Women and Girls to support grassroots organizations that are working to advance health, education, and economic opportunity for women in Burma.

 This public–private partnership follows a recent fact-finding trip to Burma in May 2012, organized by the US Department of State's office on Global Women's Issues. Under the leadership of 

, the delegation included representatives from the Abbott Fund and other private-sector organizations. Discussing critical challenges confronting Burma with Nobel laureate Aung San Suu Kyi and other leaders and members of civil society, the delegation also assessed grassroots programs with the goal of identifying partnership opportunities to further improve the lives of women in the country.

"Through decades of challenges, the people of Burma have developed a resilient and resourceful civil society," said Ambassador Verveer, in July 16, 2012, Abbott press release. "By supporting existing grassroots organizations, this public–private partnership with the Abbott Fund will help build the capacity of local organizations and communities to drive progress and development for women."

 The imperative to support women at the local level was further expounded by Abbott officials. "During our recent trip to Burma with Ambassador Verveer, we met dozens of women who are leading local organizations, making significant contributions to address critical community needs," said Katherine Pickus, vice-president, the Abbott Fund, in the release. "The Abbott Fund aims to further strengthen the capabilities of these organizations to advance health, education and economic opportunities for women—at a transformational time that holds great promise for the country's future."

All partnership funding will be provided to Burmese organizations staffed by the people of Burma. Key areas of programmatic focus include health awareness, prevention, and treatment; education and training; and expanding economic opportunities for women. Specific organizations will be identified by the Secretary's International Fund for Women and Girls in the coming months.

 The Abbott Fund's new grants in Burma follow efforts by Abbott and the Abbott Fund to provide humanitarian aid in the country in recent years, including more than $600,000 in support for relief and recovery efforts after Cyclone Nargis. The Abbott Fund provided $250,000 to advance the work of CARE, an organization focused on empowering women, and Abbott donated $386,000 in vitamins and antibiotics to AmeriCares, Heart to Heart, Direct Relief International and MAP International.

Secretary’s International Fund for Women and Girls

 is a US State Department-led, privately-funded initiative committed to providing flexible, rapid, targeted, and high-impact grants to nongovernmental organizations working to meet the critical needs of women and girls around the world. The State Department is committed to advancing the rights of women and girls as a central focus of US foreign policy interests, in partnership with the private and nonprofit sectors.

Abbott forms a partnership with the US Secretary of State's International Fund for Women and Girls to support grassroots organizations that are working to advance health, education, and economic opportunity for women in Burma.

PTSM: Pharmaceutical Technology Sourcing and Management-08-01-2012

CSR and Sustainability in the News

The Future of Drug Delivery: Wireless Microchip-Based Drug Delivery

Drug Delivery Insights: Nanotechnology and Microspheres

Reflecting on 35 Years of Procurement Transformation

A Tale of Two Markets for Global Pharmaceutical Sales

Abbott Pledges Support for Program to Aid Women and Girls in Burma