Pharmaceutical Commerce - September/October 2017 - 14

Business/Finance
instance, a service rep model can be applied
to complement a new product launch
in providing the needed patient support
required when switching therapies, while
the detail rep can handle the presentation of
the science involved with the brand.

7

A lot has been written
about the patient journey,
patient centricity and patient
support. How does Ashfield address
this with your service offerings?

The patient has rightfully become the
focus of the pharmaceutical industry. Being
able to deliver improved patient outcomes
is an imperative, not just in delivering
improved quality of life, but in reducing
healthcare costs due to non-adherence
and helping the pharmaceutical industry
recognize their intended revenue streams to
fuel future research.
Ashfield is proud of our track record in
delivering patient support programs. We
have developed a model used successfully
by several of our clients where we use our
call center to identify patients and set up
appointments, and then have a clinical
nurse educator either do an in-home visit
or conduct a virtual appointment via

computer to train the patients on the use
of the medication and follow up with them
on a regular basis to make sure they are
adhering to their treatment regimen. We
have established a 24/7 hotline for some
clients where patients or prescribers can
call in to learn more about new treatment
options or ask questions once treatment
has begun. We also have reports that can be
shared with physicians so they can monitor
their patients progress.
To do p a t i en t su pp or t pro g r a m s
properly, we have worked within our clinical
and communications companies to identify
the concerns and emotions of the patients
and their caregivers as they learn about
their diagnosis and proceed through their
experience with the disease. By the way, we
have learned in patient focus groups that
they eschew the word "journey," likening it
to a vacation when going through a disease
process is anything but. Instead, they prefer
the word "experience." This is just one
example of how we must learn to listen to
the patient, their advocates and caregivers
in order to map out meaningful support
programs.
We have found that creating patient
advisor y boards early on in product
development, and continuing to elicit

feedback from patients once undergoing
treatment, provide us with a clearer
understanding of what patients truly
need. When companies make assumptions
of what may be needed for a successful
initiation or adherence, they often miss
the mark in setting up patients for success.
Patients need realistic expectations of what
to expect with treatment-including side
effects and what may happen if they stop
taking a treatment or miss doses.

8

Ashfield as an organization, and
you as one of its managers, bring
a very diverse, global perspective
to life sciences commercialization issues.
What can you tell the pharma industry
about the varying communications and
marketing needs around the world?

I've had the opportunity to work in
different markets internationally, and I have
found, that although culturally different, the
trends in healthcare are similar. Spiraling
healthcare costs, the shift towards specialty
meds-the movements are the same. As an
international company, we recognize the
importance to invest in our capabilities to
help pharma on a global perspective. For
example, a client's vision could be to have a

global contact center, with matched quality
regardless of market. We would deliver a
solution respecting the cultural differences
while recognizing the macro trends to better
support our client's needs.
The most important element that
drives our success is the talent within the
organization. Ashfield's most valuable asset
is its people, regardless of country. What
differentiates it is that we retain or acquire
the best talent to deliver value to pharma.
As a service provider to pharma, we've all
got a stake in improving lives. It's incumbent
on us to live our values; to play an active
role-supporting our clients' mission.
Because of this, we have transitioned
away from the transactional vendor-client
relationship, to one of a more strategic
partnership. With that said, we can't just
ask to be partners-we need to demonstrate
through proving our capability. We can
all achieve much more together, businessto-business and peer-to-peer. Navigating
the system and an aging population, this
challenges us to break the barriers down,
improve standards and support a global
business.

LogiPharma meeting highlights digital transformation
Supply chain leaders gather in Philadelphia in October
The traditional view of supply chain
management in life sciences emphasizes
fundamentals: optimizing supply chain
performance, managing inventory, and
controlling risk. These are topics that show
up at almost any supply chain or logistics
meeting. The "special" factors in life
sciences supply chains include multiparty
supply chain networks (from API sources,
through contract manufacturing services,
to outbound logistics); the cold chain
for biologics and other temperaturesensitive materials; and the drive toward
personalized medicine, both in the context
of individualized therapies (think cellular
therapy) and delivery to the patient's home,
rather than a retail pharmacy or a hospital.
Both views of the life sciences supply
chain will be apparent at this year's
LogiPharma meeting, sponsored by World
Business Research and scheduled for Oct.
4-6 in Philadelphia, PA. Traditionally,
the meeting brings together supply chain
managers across a spectrum of life sciences
companies, plus the logistics providers that
specialize in pharma distribution.
Presentations and panel discussions
include topics on supply chain optimization;
advanced demand planning, inventory
control, and air vs. ocean transportation.
Some of the more intriguing topics:
* Reverse globalization, aka reshoring,

as the UK contemplates leaving the EU,
and the US reassesses international trade
policies
* The "parcelization" of pharma logistics,
as many therapies move from bulk delivery
of pharmaceuticals to parcels shipped to
clinics or the patient's homes
* Pharmaceutical deliveries to health
systems, as integrated delivery networks
(IDNs) and other healthcare assemblages
move more deeply into drug dispensing
* Reuse of cold chain packaging, as
two speakers representing temperaturecontrolled packaging vendors assess the
impact of reuse in packaging, and the lease/
buy question in those packages
* Data-driven risk management in
airfreight, made possible by performing
lane assessments with historical data
* Ser ialization and its impact on
counterfeiting prevention and supply chain
tracking
* Supply chain integration in an M&A
environment
* Supply chain management for small- to
mid-size pharma.
Nineteen companies, ranging from
contract packagers to third-party logistics
providers, software vendors and trade
networks, are sponsors of the event.
The meeting features a cocktail hour and
casino night on the evening of its first day,

14 Visit our website at www.PharmaceuticalCommerce.com September | October 2017

multiple speaker tracks, and a variety of
workshops. Pharmaceutical Commerce is a

media sponsor of the event-look for us
while attending!

Exhibitor list
Accenture

Liquidity Services

Aera Technology

Movilitas Consulting

Almac Group

Palladium Group

Aphena Pharma Solutions

Pelican BioThermal

BluJay Solutions

RxCrossroads

CalAmp

SAP Ariba

Deloitte

Sonoco Thermosafe

DHL

Sensitech

Esker

Tapestry Solutions

Kinaxis


http://www.logipharma.com http://www.PharmaceuticalCommerce.com

Table of Contents for the Digital Edition of Pharmaceutical Commerce - September/October 2017

Table of Contents
Pharmaceutical Commerce - September/October 2017 - Cover1
Pharmaceutical Commerce - September/October 2017 - Cover2
Pharmaceutical Commerce - September/October 2017 - Table of Contents
Pharmaceutical Commerce - September/October 2017 - 4
Pharmaceutical Commerce - September/October 2017 - 5
Pharmaceutical Commerce - September/October 2017 - 6
Pharmaceutical Commerce - September/October 2017 - 7
Pharmaceutical Commerce - September/October 2017 - 8
Pharmaceutical Commerce - September/October 2017 - 9
Pharmaceutical Commerce - September/October 2017 - 10
Pharmaceutical Commerce - September/October 2017 - 11
Pharmaceutical Commerce - September/October 2017 - 12
Pharmaceutical Commerce - September/October 2017 - 13
Pharmaceutical Commerce - September/October 2017 - 14
Pharmaceutical Commerce - September/October 2017 - 15
Pharmaceutical Commerce - September/October 2017 - 16
Pharmaceutical Commerce - September/October 2017 - 17
Pharmaceutical Commerce - September/October 2017 - 18
Pharmaceutical Commerce - September/October 2017 - 19
Pharmaceutical Commerce - September/October 2017 - 20
Pharmaceutical Commerce - September/October 2017 - 21
Pharmaceutical Commerce - September/October 2017 - 22
Pharmaceutical Commerce - September/October 2017 - 23
Pharmaceutical Commerce - September/October 2017 - 24
Pharmaceutical Commerce - September/October 2017 - 25
Pharmaceutical Commerce - September/October 2017 - 26
Pharmaceutical Commerce - September/October 2017 - 27
Pharmaceutical Commerce - September/October 2017 - 28
Pharmaceutical Commerce - September/October 2017 - 29
Pharmaceutical Commerce - September/October 2017 - 30
Pharmaceutical Commerce - September/October 2017 - 31
Pharmaceutical Commerce - September/October 2017 - 32
Pharmaceutical Commerce - September/October 2017 - 33
Pharmaceutical Commerce - September/October 2017 - 34
Pharmaceutical Commerce - September/October 2017 - Cover3
Pharmaceutical Commerce - September/October 2017 - Cover4
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https://www.nxtbook.com/nxtbooks/pharmcomm/20150102
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https://www.nxtbook.com/nxtbooks/pharmcomm/201004
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