Pharmaceutical Executive Europe - November/December 2007 - (Page 52) 52 The Mix Nov/Dec 2007 Pharmaceutical Executive Europe development. Drug sponsors want 24/7 access. The ability to tap into the CRO is of particular value to global customers who may need access and share their data across multiple time zones. ● Provide common points of entry. Don’t limit how and where these systems can be accessed. The ability to use popular web browsers such as Windows Explorer, Mozilla, Firefox or Netscape will simplify and enhance usability. ● Data security is paramount. One of the principal concerns among users of these systems is exchanging files securely and confidentially with the CRO staff responsible for their studies. With so much proprietary information being exchanged, systems must provide exceptionally high safeguards. Typically, a system will funnel data through a secure data warehouse with multiple layers of encryption. ● Supply flexibility in data usage and presentation. Just like access, users will want wide latitude in reviewing their study results. The demands of who needs to see the data — and preferences on presentation — should be accommodated. Clients want the ability to download data, protocols, amendments and study communications with the ability to generate ad hoc reports in commonly used business programs such as Word and Excel. ● Ensure large data transfer capacity. The advent of broadband communication and cavernous data storage has allowed CROs and their clients to transfer huge amounts of data. It’s not uncommon for CROs and clients to transfer files as large as 50 MB. ● Maintain up-time. The idea behind these systems is constant access, so inquire about system reliability. The most robust systems will likely have hundreds or even thousands of users, depending on the size and scope of the provider. ● Don’t sacrifice technology over touch. Online study systems put more power in the hands of the client, because, after all, it’s their compound. But no system, no matter what its capabilities, should ever replace that allimportant contact and collaboration with the study director. About the Author Rob Turcan is director of programme management at Covance, Inc., a US-based CRO. Covance’s StudyTracker has provided pharmaceutical and biotechnology firms online access to their toxicology, bioanalytical and metabolism study data in near real-time since the system’s launch in 2000. More information on StudyTracker can be found on Covance’s web site at www.covance.com/StudyTracker. Seizing Control Although achieving control and visibility of indirect spend can be a challenge, eProcurement systems can facilitate significant savings, says Terry Wilcox P harmaceutical companies operate in one of the most research-intensive, regulated industries in the world and invariably encounter huge levels of expenditure. Success in such complex global trading environments requires strict cost controls, visibility and a clear return on invested capital (ROI). Whilst most organisations have systems in place to track and control direct costs, the monitoring of indirect costs can prove more difficult. Boehringer Ingelheim, for example, spends in excess of £75 million a year in the UK alone on indirect goods and services, ranging from stationery to consultancy services. Gaining control and visibility of spend may be a challenge, but eProcurement systems that enable organisations to move away from paper-based systems can help. eProcurement, when integrated with the organisation’s wider systems, can deliver improved visibility of the cost pipeline and greater procedural control. Embracing eProcurement Any investment should be based on individual needs. Electronic requisitioning (purchase order) and invoicing systems are often the first to spring to mind, and might already be in use, but these alone will not deliver spend control. eProcurement (when implemented effectively) will automate and streamline spend processes, company-wide. But the key to success is user buy-in and adoption. Rather than replacing current processes, eProcurement should enhance and enforce existing ones. The system should be so intuitive that not just procurement professionals, but anyone who needs to make a purchase can do so easily and in line with corporate policy. There is no such thing as a one-size-fits-all approach. There are, however, three vital steps for any organisation to follow to help them achieve real value from their investment in eProcurement: 1. Establish internal control. 2. Drive accountability and traceability. 3. Realise savings. http://www.covance.com/StudyTracker
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