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市場調査レポート

製薬産業における人員整理:アウトソーシング、外部革新およびコラボレーション

Workforce Reductions in Pharmaceuticals - Outsourcing, External Innovation and Collaboration Will Drive the Industry Forward

発行 GBI Research 商品コード 244538
出版日 ページ情報 英文 54 Pages
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製薬産業における人員整理:アウトソーシング、外部革新およびコラボレーション Workforce Reductions in Pharmaceuticals - Outsourcing, External Innovation and Collaboration Will Drive the Industry Forward
出版日: 2012年06月12日 ページ情報: 英文 54 Pages
概要

大手製薬企業は、財政困難による戦略の変更を余儀なくされています。R&Dおよび製造部門の大幅な削減は、市場の今後の発展の見通しに影響を与えています。2009年以降、米国では18ヶ所、EUでは14ヶ所のR&D拠点が閉鎖されました。英国では6つの工場が閉鎖され、これは世界全体の19%にあたります。

当レポートでは、製薬産業における人員整理および工場閉鎖の過程における従業員の管理に焦点を置き、過去10年間の雇用の喪失に関する統計、各企業における職種別の削減の影響、人員整理・工場閉鎖期間中の労働者意欲の向上に向けた戦略、将来の成長と成功を刺激する製薬産業の戦略などについて分析しており、概略以下の構成でお届けします。

第1章 目次

第2章 製薬産業の状況:人員削減・工場閉鎖

  • 人員整理
    • 職種別
    • 工場閉鎖
  • 人員整理の促進因子
    • M&A
    • 認可率・R&D費用
    • ジェネリック医薬品の増加
    • オーダーメイド医薬品・診断
  • 将来の展望
    • R&D予算

第3章 余剰人員解雇プロセス中の従業員管理

  • 移行の管理
    • 組織全体の従業員とコミュニケーションをとる
    • 従業員のコンサルティング・人員整理条件
    • 移行期間中の従業員のサポート
  • リストラに伴う生産性
    • 企業再編関連のコスト
    • 意欲
  • 結論

第4章 工場閉鎖の管理

  • 工場の再設計:工場の売却・再目的化
    • CRO(医薬品開発業務受託機関)への売却:GlaxoSmithKlineのザグレブ、ヴェローナ工場
    • ケーススタディ:Pfizerのアナーバー工場
    • ケーススタディ:AstraZenecaのランド、チャーンウッド工場
    • ケーススタディ:Pfizerのサンドイッチ工場
  • 結論

第5章 将来の計画

  • 新興市場
  • アウトソーシング
    • 大手製薬企業によるアウトソーシング
    • 小規模・専門CRO
  • スピンアウト・ライセンシング
  • ハブ、クラスターおよびライフサイエンスインキュベーター
    • ライフサイエンスインキュベーター
    • 大手製薬企業のバイオサイエンスインキュベーター
    • 製薬企業の成長
    • 産学連携
  • 雇用機会
  • 結論

第6章 付録

図表

目次

Summary

GBI Research, the leading business intelligence provider, has released its latest research, "Workforce Reductions in Pharmaceuticals - Outsourcing, External Innovation and Collaboration Will Drive the Industry Forward". Job losses within the pharmaceutical industry are an on-going reality. In the light of this fact, this new report focuses on managing staff during the redundancy process and managing site closures. It also investigates future outlook for the industry and highlights where the best job opportunities lie.

The report is built using information from primary and secondary research including interviews with experts in the field.

GBI Research analysis shows that all of the biggest pharma companies have been looking hard at the way in which they invest in new product development. Although companies are adopting a number of different ways of tackling the problems they face, trends that emerge include a focus on emerging markets both in terms of increasing sales and R&D capabilities; an increasing trend towards outsourcing of different activities within drug discovery and development; and increasing reliance on products conceived externally to fuel company pipelines. In order to support innovation externally, companies are spinning out assets whilst retaining an equity stake and board membership, setting up incubators on company premises to support emerging new companies, supporting life science research through the development of innovation funds and venture capital groups to invest in early stage research and developing closer links with academia. Independent bioscience incubators also have a major role to play in supporting the life science community.

Scope

  • Detailed statistics on job losses over the past decade and analysis of the affect of cuts on different job types in different companies.
  • Discussion of strategies for improving workforce morale during the redundancy and site closure processes.
  • Analysis of site closures across the globe and review of the sale and repurposing of ex-pharma R&D sites.
  • Review of the new strategies being adopted by the pharma industry to fuel their future growth and success.

Reasons to buy

  • Identify trends in workforce reduction through statistics and in depth discussion of underlying factors leading to the job cuts.
  • Develop strategies for managing site closures or redundancies that will help to maintain workforce morale.
  • Review the outcomes of site closures in different regions of the globe.
  • Understand the ways in which the industry is evolving to meet the new challenges it faces, including greater reliance on external innovation and increased outsourcing.
  • Find examples of successful life science incubators that support new companies in their early years and will help fuel the pharma pipelines of the future.

Executive Summary

Financial Straits are Forcing Strategic Changes for Major Pharma Companies

Major pharmaceutical companies are being forced to change tact in order to prosper in a continuingly strained industry, finds a report by business intelligence specialists GBI Research.

The new report* states that as the global economic crisis rolls on, swingeing cuts made in R&D and manufacturing by the pharmaceutical industry's big players is affecting the way the sector looks at future development.

While these companies are addressing the issue of workforce reduction in different ways, a number of common tactics have emerged, including a greater focus on emerging markets, the outsourcing of activities regarding drug discovery and the building of closer links with academic institutions.

Firms are supporting this new emphasis on external productivity by setting up incubators on company premises to support emerging new companies and supporting life science research through the development of innovation funds and venture capital groups.

The financial decline that followed the huge expansion enjoyed by global pharmaceutical companies in the 1990s and early 2000s has resulted in significantly weakened R&D budgets and numerous site closures.

Since 2009, the US has seen the closure of 18 R&D locations and the EU has seen the shutdown of 14. Notably, the UK has been particularly hard-hit with the closure of six sites, representing 19% of the worldwide total.

According to limited information attained from the Pharmaceutical Research and Manufacturing Association's (PhRMA) 2008 and 2009 Annual Membership Surveys, personnel cuts have hit all areas of R&D, with the exception of Phase II research.

The results shows that as these major pharmaceutical powers are forced to slice large chunks from a vital area, resources are being focussed on improving the information available at the proof-of-concept stage while allowing less promising projects to be terminated early.

Workforce Reductions in Pharmaceuticals - Outsourcing, External Innovation and Collaboration Will Drive the Industry Forward

This report focuses on how to manage staff during the redundancy process and optimal management of site closures. In addition, the future outlook for the industry is discussed, highlighting areas in which job opportunities remain.

This report is built using data and information sourced from proprietary databases, primary and secondary research and in-house analysis by GBI Research's team of industry experts.

Table of Contents

1. Table of Contents

  • 1.1. List of Tables
  • 1.2. List of Figures

2. State of the Pharmaceutical Industry - Job Cuts and Site Closures

  • 2.1. Workforce Reduction
    • 2.1.1. Workforce Reduction by Job Type
    • 2.1.2. Site Closures
  • 2.2. Drivers for Workforce Reduction
    • 2.2.1. Mergers and Acquisitions
    • 2.2.2. Approval Rates and R&D Expenditure
    • 2.2.3. Growth of Generic Medicines
    • 2.2.4. Personalized Medicine and Diagnostics
  • 2.3. Future Outlook
    • 2.3.1. R&D Budgets

3. Managing Staff During the Redundancy Process

  • 3.1. Managing the Transition
    • 3.1.1. Communicating with Employees Across the Organization
    • 3.1.2. Employee Consultations and Redundancy Conditions
    • 3.1.3. Supporting Employees during the Transition
  • 3.2. Productivity Following Restructuring
    • 3.2.1. Costs Associated with Restructuring Companies
    • 3.2.2. Morale
  • 3.3. Conclusions

4. Managing Site Closures

  • 4.1. Site Redesign: Selling and Repurposing Sites
    • 4.1.1. Selling to CROs: GlaxoSmithKline's Zagreb and Verona Sites
    • 4.1.2. Case Study: Pfizer's Ann Arbor Site
    • 4.1.3. Case Study: AstraZeneca's Lund and Charnwood Sites
    • 4.1.4. Case Study: Pfizer's Sandwich Site
  • 4.2. Conclusion

5. Planning for the Future

  • 5.1. Emerging Markets
  • 5.2. Outsourcing
    • 5.2.1. Outsourcing by Big Pharma
    • 5.2.2. Small and Specialist CROs
  • 5.3. Spin-outs and Licensing
  • 5.4. Hubs, Clusters and Life Science Incubators
    • 5.4.1. Life Science Incubators
    • 5.4.2. Big Pharma Bioscience Incubators
    • 5.4.3. Pharma's Growth Close to Hubs and Clusters
    • 5.4.4. Working with Academia
  • 5.5. Employment Opportunities
  • 5.6. Conclusion

6. Appendix

  • 6.1. Abbreviations
  • 6.2. References
  • 6.3. Methodology
    • 6.3.1. Primary Research
    • 6.3.2. Secondary Research
  • 6.4. Contacts Us
  • 6.5. Disclaimer

List of Tables

  • Table 1: Workforce Reductions in Pharmaceuticals, Job Losses from Major Pharma Companies by Year (2007-2010)
  • Table 2: Workforce Reductions in Pharmaceuticals, Number of Employees in the Largest Pharma Companies (2005-2010)
  • Table 3: Workforce Reductions in Pharmaceuticals, Employees by Job Function: Novartis (2004 to 2010)
  • Table 4: Workforce Reductions in Pharmaceuticals, Employees by Job Function: GlaxoSmithKline (2004 to 2010)
  • Table 5: Workforce Reductions in Pharmaceuticals, Employees by Job Function: PhRMA Members 2008 and 2009
  • Table 6: Workforce Reduction in Pharmaceuticals, Examples of Pharma R&D Site Closures (2009-2011)
  • Table 7: Workforce Reduction in Pharmaceuticals, Examples of Manufacturing Site Closures (2007-2011)
  • Table 8: Workforce Reduction in Pharmaceuticals, Transition Probability at Each Stage of Clinical Drug Development
  • Table 9: Workforce Reduction in Pharmaceuticals, Loss of US Sales Revenues due to Patent Expiries ($m; 2010-2013)
  • Table 10: Workforce Reduction in Pharmaceuticals, Branded Drugs Patent Expiration Due in 2011
  • Table 11: Workforce Reduction in Pharmaceuticals, Branded Drugs Patent Expiration Due in 2012
  • Table 12: Workforce Reduction in Pharmaceuticals, Branded Drugs Patent Expiration Due in 2013
  • Table 13: Workforce Reduction in Pharmaceuticals, Comparison of Key Points of Collective Redundancy Laws in Major EU Countries
  • Table 14: Workforce Reduction in Pharmaceuticals, Outcomes Following Site Closures: Site Sales and Repurposing Activities
  • Table 15: Workforce Reduction in Pharmaceuticals, Big pharma's Core Facilities Located in China, India and Singapore
  • Table 16: Workforce Reduction in Pharmaceuticals, Mergers and Acquisitions of UK Start-up Life Science Companies in 2010

List of Figures

  • Figure 1: Workforce Reductions in Pharmaceuticals, Job Losses in the US Pharma Industry (2000 to 2010)
  • Figure 2: Workforce Reduction in Pharmaceuticals, FDA Approval Rates and R&D Expenditure, 2004 - 2010
  • Figure 3: Workforce Reduction in Pharmaceuticals, New Molecular Entity Applications to the FDA Centre for Drug Evaluation and Research, 1996-2010
  • Figure 4: Workforce Reduction in Pharmaceuticals, The Rising Cost of Drug Development 1975-2005
  • Figure 5: Workforce Reduction in Pharmaceuticals, Failure Rates According to Therapeutic Area in Phase II and Phase III/Submission
  • Figure 6: Workforce Reduction in Pharmaceuticals, Reasons for Increasing Failure Rates
  • Figure 7: Workforce Reduction in Pharmaceuticals, Increasing Complexity of Clinical Trials
  • Figure 8: Workforce Reduction in Pharmaceuticals, R&D Budgets of Leading Pharma Companies 2009-2011 (Predicted)
  • Figure 9: Workforce Reduction in Pharmaceuticals, Summary of Locations of R&D Site Closures (2009-2011)
  • Figure 10: Workforce Reduction in Pharmaceuticals, Summary of Locations of Manufacturing Site Closures (2007-2011)
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