Online, August 8, 2016 (Newswire.com) - WASHINGTON, DC - Generics companies need to ensure they have a competitive edge in the market while adapting to evolving regulatory and business changes simultaneously. From evaluating In-licensing and Out-Licensing opportunities that will shore up pipeline resources and maximize ROI, to being involved in portfolio integrations through a recent company merger or acquisition, these generic pharmaceutical companies need to implement actionable tools and strategies that can streamline these changes efficiently.
Sandra Tomassini, Director, Global Project Management at Apotex, Inc., recently shared with marcus evans strategies for allocating resources to top priority projects:
How do you qualify what data to leverage when making portfolio management decisions?
ST: Through the development process and cycle, the team uses various data to leverage and support key decisions around the portfolio. We use a variety of tools such as IMS, Investor's report/publications/Website, Brand global peak sale, and Category/product research.
Through product development stage gates, we monitor the assigned forecast, market and competitor intel around filing timelines to evaluate impact on time to market, predicted forecast and development cost to make the appropriate decisions on the portfolio.
What key factors need to be taken into account when allocating resources to top priority projects?
ST: Our team focuses on ensuring we are working on the right project with the right resources. Key factors to consider when allocating include ROI, time to market, global project priority which takes into consideration the IP strategy/development and strategy/competitor intel.
Why is it important to assess internal versus external collaborators? What are some key benefits from doing this early on?
ST: Capacity and resource planning are essential to ensuring we have proper asset allocations across the network. External collaborators will bring a different outward view to the project which, in most cases, can help drive the project forward without major constraints.
How can portfolio prioritization minimize time commitments and increase efficiency?
ST: Portfolio prioritization is vital to generic organizations that have wide and large portfolios that need to be delivered. By providing clear priorities to the execution teams, we can better resource plan and execute according to the agreed upon global priorities with our focus on key projects with greater ROI. It's also very beneficial to provide visibility to the execution organization in a harmonized and consistent format as opposed to market specific priorities. This increases efficiency across the development teams, clinical and regulatory teams by ensuring lower priority projects are not prioritized on the floor ahead of a higher priority project.
Sandra holds a B.SC. in Chemistry from York University. She began her career at Apotex as a chemist in the QC lab and progressed into the Regulatory Affairs supporting International markets.
In 2007, Sandra was given the opportunity to build the R&D Licensing group, focusing on setting up Due Diligence processes within the R&D organization working closely with Business Development to expand their third party partnerships and bring in key molecules to the Apotex Network.
From there, Sandra moved back into in house development in a project management role overseeing in house solid dose development which has now expanded to overseeing Global R&D portfolios for Solid dose, Liquid dose, Soft Gels, Patches, Co-development and In-licensing along with API R&D portfolio. She is also a member of the product selection team at Apotex and a key driver and contributor to the overall strategic initiatives for the enterprise, including GR&D budget management and portfolio.
Join Sandra at the 9thProduct Selection & Pipeline Optimization for Generics Conference, September 14-15, 2016 in Washington, D.C. For more information, take a look at the conference website or contact Tyler Kelch, Digital Marketing Manager, marcus evans at 312.894.6310 or Tylerke@marcusevansch.com.
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