Pharmaceutical Commerce - July/August 2017 - 12

Business/Finance

7

Looking at drug distribution
specifically, the general sense is that
physical logistics-airports, highways
and trucking-are very challenging in
many parts of Southeast Asia. What does
DKSH do to meet these challenges?

DKSH has a strong capillary distribution
network in each country, reaching 150,000
hospitals, clinics, pharmacies and specialty
healthcare outlets across Asia. Our network
comprises of national distribution centers
and regional distribution centers where
needed. This allows us to manage lead
times and product conditions to the highest
standard.
All our facilities are ISO9001 and GDPcertified-as well as ISO14385 and GMP
where applicable-and we use regionally
harmonized procedures for inbound, storage,
outbound, packing and monitoring. A
simple yet outstanding innovation example
is that we pack our cold-chain shipments
inside the cold rooms. This is important
in a climate where temperatures can easily
reach 35-40°C. These shipments do not
get opened until delivered and signed off by
the customer. We also have a distinctive asset
management program in place to support
these standard operating procedures.
Furthermore, we have a very strong
'fail-safe' approach, comprising double
temperature alarm systems; back-up
generators; redundancy design of our cold
rooms; and having critical spare parts on
site, ensuring fast repairs. In all countries, we
use dedicated temperature-controlled and

validated facilities and fleet to support the
physical distribution. We also use harmonized
and validated packaging solutions.
The management of all physical flows is
managed by DKSH's own staff and is not
outsourced, ensuring that we can control
the quality ourselves. When it comes to cold
chain, we have very short lines. The person in
charge has direct access to the country head
of supply chain and country quality head,
ensuring that any issues are resolved quickly.

8

There are efforts in Southeast
Asia-especially Thailand,
Singapore and South Korea-to
grow a domestic pharmaceutical industry.
Does DKSH participate in these efforts?
Will there come a time when DKSH
is delivering products made in these
countries to the developed world?

DKSH is open to helping healthcare
companies of any size and at any stage of
Asian expansion. An increasing amount
of these companies are Asian companies
looking to expand in other Asian markets;
mostly Japanese and Korean companies.
We thereby further drive intra-Asian
growth. 30% of DKSH's clients are from
Asia nowadays; roughly the same fraction as
those from the US.
T he commonali t y b e twe en th os e
companies is that-as opposed to low
value 'me too products'-they all deliver
added value compared to what's already
on the market; whether it's an innovative

treatment or improved delivery system,
including extended release formats or other
patient-friendly delivery options.
At DKSH, we do what we do best: driving
growth for companies in Asia based on
our unique capillary distribution network
and sales force on the ground. At present,
we do not have plans to expand this to
other continents.

9

Bijay, for your peers in the US or
elsewhere, what would you tell
them about working in Southeast
Asia? For example, would you advise US
execs to live/work abroad as you have?
What's your feeling about addressing
healthcare needs in Asia as compared
to those in the developed world?

I have 24 years of experience in the
healthcare sector, working across four
continents. I started my career in the USA,
spent a few years in Europe and Africa, but
have worked in Asia for 15 years.
The USA is a fluid market, but
healthcare costs are putting high pressure
on government budgets. There is a major
discussion on the value of healthcare. Asia,
on the other hand, is a continent with a
fast-growing population with an increased
willingness to pay for quality. This brings
plenty of opportunities for healthcare
companies and creates a vibrant business
environment.
Unlike highly developed markets,
where plenty of data insights are available,

healthcare leaders in Asia need to rely more
on intuition and experience. They must be
clever and agile in understanding patients'
motivation to buy out-of-pocket. Often this
requires making decisions without having
all data at hand. This is challenging but
also an opportunity for leaders to make an
impact. You can find yourself with much
more responsibility and accountability in
your hands than in a western environment,
where there are many more specialized
roles.
Recently, we have asked our specialists
one simple question: what gets you up every
morning? We want to truly understand
what drives them, what their purpose is.
Personally, I get energy from making an
impact on the people inside and outside
of the company. I am passionate about
building winning teams and solving client
problems by listening well.
In addition, I believe that in terms of
healthcare access, Asia has been relatively
underserved. Many Asians still don't have
access to the most innovative products. My
mission is to bring these products to Asia,
always in a compliant and ethical way.
Giving people access to high-quality
healthcare is close to my heart. With my
Asian roots, I am proud to lead a company
in Asia for the benefit of Asians, together
with a team of committed people. My
experience working in different cultures
and ability to build bridges between people
helps me achieve that mission and continue
our strategy for sustainable, profitable
growth.

Top News
At BIO, San Diego touts its genomics breadth
The southern California region carves out a special place for genomics within biotechnology
The annual BIO meeting brings
out economic development authorities
from across the US and around the
world, all pitching their locales as the
preferred place to site a new lab or biotech
manufacturing facility. This year, host

city San Diego, CA put its own spin on
this analysis, by segregating genomics as
a distinct part of the industry. And, after
running the numbers on venture funding,
employment and business growth, the San
Diego Regional Economic Development
Corporation announced
that it is No. 2 in the
US in this category
(see chart), behind the
Boston, MA region (give
the EDC props for being
so forthright about its
position!). The industry
had an economic impact
of $5.6 billion in 2016;
attracted $292 million in
venture-cap investment
(plus $38 million
While Boston is the No. 1 region for genomics-related life sciences i n f e d e r a l f u n d i n g ) ,
employe d more th an
activity, San Diego has come on in recent years as No. 2.
35,000 (direct, indirect
Credit: San Diego EDC
and induced), and

12 Visit our website at www.PharmaceuticalCommerce.com July | August 2017

graduated nearly 2,000 college-trained
g e n o m i c s w o r k e r s ( b i o c h e m i s t r y,
bioinformatics and cognitive sciences). It
is No. 1 on "patent intensity"-genomicsrelated patents on a per-capita basis.
Genomics biz
Genomics, the San Diego EDC
defines, is "the study of the function and
structure of genomes, which comprise
the complete set of DNA within a single
cell of an organism," and as such differs
from genetics, the study of heredity and
the impact of indiv idual genes. The
genomics industry "is an interdisciplinary
field that cuts across multiple industries:
biotechnology research and development,
biomedical device manufacturing,
pharmaceutical manufacturing, and
healthcare information technolog y."
(When it comes to developing new drugs,
it would seem, the distinction between
genomics and genetics is a thin one, but

we'll give the San Diego EDC the benefit of
the doubt.)
San Diego marks its genomics origins
with the founding of Invitrogen in 1987,
and has been boosted by Illumina, a
leading genetic-sequencing technology
provider, and the J. Craig Venter Institute;
Dr. Venter being one of the leading lights
in the genomics field. In 2016, the Scripps
Research Institute won a $120-million
NIH grant, later pushed to $207 million, to
enroll 350,000 volunteers whose genomic
profiles will be studied as part of the
federal Precision Medicine Initiative.
The San Diego EDC report,
Cracking the Code, is available at www.
sandiegobusiness.org/sites/default/files/
Cr acking%20the%20Code%20-%20
The%20Economic%20Impact%20
of%20San%20Diego's%20Genomics%20
Industry_0.pdf.


http://www.sandiegobusiness.org/sites/default/files/Cracking%20the%20Code%20-%20The%20Economic%20Impact%20of%20San%20Diego’s%20Genomics%20Industry_0.pdf http://www.sandiegobusiness.org/sites/default/files/Cracking%20the%20Code%20-%20The%20Economic%20Impact%20of%20San%20Diego’s%20Genomics%20Industry_0.pdf http://www.PharmaceuticalCommerce.com

Table of Contents for the Digital Edition of Pharmaceutical Commerce - July/August 2017

Table of Contents
Pharmaceutical Commerce - July/August 2017 - Cover1
Pharmaceutical Commerce - July/August 2017 - Cover2
Pharmaceutical Commerce - July/August 2017 - Table of Contents
Pharmaceutical Commerce - July/August 2017 - 4
Pharmaceutical Commerce - July/August 2017 - 5
Pharmaceutical Commerce - July/August 2017 - 6
Pharmaceutical Commerce - July/August 2017 - 7
Pharmaceutical Commerce - July/August 2017 - 8
Pharmaceutical Commerce - July/August 2017 - 9
Pharmaceutical Commerce - July/August 2017 - 10
Pharmaceutical Commerce - July/August 2017 - 11
Pharmaceutical Commerce - July/August 2017 - 12
Pharmaceutical Commerce - July/August 2017 - 13
Pharmaceutical Commerce - July/August 2017 - 14
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Pharmaceutical Commerce - July/August 2017 - 16
Pharmaceutical Commerce - July/August 2017 - 17
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Pharmaceutical Commerce - July/August 2017 - 19
Pharmaceutical Commerce - July/August 2017 - 20
Pharmaceutical Commerce - July/August 2017 - 21
Pharmaceutical Commerce - July/August 2017 - 22
Pharmaceutical Commerce - July/August 2017 - 23
Pharmaceutical Commerce - July/August 2017 - 24
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Pharmaceutical Commerce - July/August 2017 - 26
Pharmaceutical Commerce - July/August 2017 - 27
Pharmaceutical Commerce - July/August 2017 - Cover4
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