市場調査レポート

生物医薬品製造受託:ベストプラクティス価格調査

Biopharmaceutical Contract Manufacturing: Best Practices Pricing Study 2013/2014

発行 HighTech Business Decisions, Inc. 商品コード 206945
出版日 ページ情報 英文 300 Pages; 120+ Charts; 70 Tables
納期: 即日から翌営業日
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生物医薬品製造受託:ベストプラクティス価格調査 Biopharmaceutical Contract Manufacturing: Best Practices Pricing Study 2013/2014
出版日: 2014年01月31日 ページ情報: 英文 300 Pages; 120+ Charts; 70 Tables
概要

当レポートでは、生物医薬品製造受託業界の動向と価格、業者の利幅などの動向について調査分析し、業者のビジネス戦略、契約形態、ベストプラクティスなどをまとめ、概略下記の構成でお届けいたします。

第1章 エグゼクティブサマリー

第2章 調査方法、定義、略語

第3章 業界価格動向

  • イントロダクション
    • 参加者の所在地と役職
    • 承認され上市されている生物製剤
  • 価格に関する見解
    • 価格変動に関する見解
    • 生物医薬品サービス価格の圧力
    • CMO価格に影響を及ぼす市場因子
    • 哺乳動物細胞培養と微生物発酵製造の価格圧力
  • 利幅予測
    • 業者の目標とする利幅
    • 価格圧力が業者の利幅に及ぼす影響
  • 業者利用率
    • 現在および計画中の利用率
    • タンクサイズ別利用率

第4章 アウトソーシング戦略/業者選定

  • アウトソーシング戦略
    • 製造予算比率:社内とアウトソース
    • 製造予算比率:プロセス開発と製造
    • ユーザーのアウトソーシング戦略
  • アウトソーシング関係
    • 現在の業者
    • 専用CMOと社内製品をもつCMO
    • ユーザーの業者との最初の接触
    • 通常見積のために接触する業者数
    • 業者提案に対する一般的期限
  • 業者選定
  • 業者の所在地

第5章 業者のビジネス戦略/顧客の種類

  • ビジネス戦略
  • 顧客基盤
  • 商業的動向

第6章 契約内容/好み

  • ユーザーの価格モデルに対する期待
  • 業者の価格動向と好み

第7章 支払額と請求価格

  • プロセス開発価格
  • FTE価格
  • 業者の価格モデル
  • 業者の短期、長期価格
  • 価格設定(バッチ毎、週毎、グラム毎)
  • 特殊分析:グラム当たりの価格
  • 特殊分析:バッチ、週、リットル当たり
  • 追加サービスの金額

第8章 契約改善と問題解決

  • アウトソース生産のための契約交渉
  • ユーザー見通し:問題への対応
  • 業者の見通し:問題への対応
  • 将来の観察

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目次

HighTech Business Decisions has just published its new study: "Biopharmaceutical Contract Manufacturing: Best Practices Pricing Study 2013/2014." This 300-page report details both the prices paid by biotechnology companies and prices charged by biopharmaceutical contract manufacturing organizations for large-molecule drug substance production. In addition, this report documents current prices for related services offered by the contract manufacturing organizations, including cell banking, cell-line development, process development, technology transfer, and regulatory support.

William Downey, president of HighTech Business Decisions, explained, "According to the biotechnology and contract manufacturing executives, overall contract manufacturing prices have shown a slight increase over the past two years. Going forward, most biotechnology executives expect to pay higher prices for technology transfer, raw materials, consumables, analytical services, and stability and release testing. Further, the biotechnology executives see changes in utilization rates, the adoption of disposables, new regulatory requirements, and improved titers as major factors affecting industry pricing."

This report provides the reader with over 120 detailed charts and 70 tables covering industry trends, selected contract terms and prices. Prices are reported for both mammalian cell culture and microbial fermentation technologies at specific bioreactor tank sizes. In addition to production prices, this report also documents FTE rates paid and charged by major functional areas.

Table of Contents

Chapter 1: EXECUTIVE SUMMARY

  • 1.1 Introduction
  • 1.2 Participants' Locations
  • 1.3 Industry Pricing Trends
    • 1.3.1 Opinions Regarding Industry Price Changes
    • 1.3.2 Contractor Utilization Rates
  • 1.4 Outsourcing Strategies and Contractor Selection
    • 1.4.1 Users' Outsourcing Strategies
    • 1.4.2 Using New CMOs for New Projects
    • 1.4.3 Price Premium for One-Stop-Shop CMO
    • 1.4.4 Expectation of Price Reduction from Emerging-Market CMO
  • 1.5 Contractors' Business Strategies and Customer Types
    • 1.5.1 Fee-For-Service Clients vs. Partnership Relationships
    • 1.5.2 Competition Expected from CMOs in Emerging Markets
    • 1.5.3 Contractors' Client Base
    • 1.5.4 Impact on Pricing Due to Use of Disposables
  • 1.6 Contract Agreement: Expectations and Preferences
    • 1.6.1 Preferred Pricing Models
    • 1.6.2 Typical Pricing Model for Analytical Testing
    • 1.6.3 Preferred Pricing Model for Early Process Developmen
  • 1.7 Prices Paid and Prices Charged
    • 1.7.1 Contractors' Pricing Models
    • 1.7.2 Pricing: Per-Batch, Per-Week, and Per-Gram
  • 1.8 Improving Contract Agreements and Solving Problems
    • 1.8.1 Users' Perspective: Roadblocks to Negotiations
    • 1.8.2 Contractors' Perspective: Roadblocks in Negotiations
    • 1.8.3 Users' Experience with Changes in Contract Price
    • 1.8.4 Contractors' Use of Cancelation Fees
    • 1.8.5 Final Observations

Chapter 2: METHODOLOGY, DEFINITIONS, AND ACRONYMS

  • 2.1 Research Objectives
  • 2.2 Research Methodology
  • 2.3 Definition of Biopharmaceutical Manufacturing
  • 2.4 Box-and-Whiskers Plot Definition
  • 2.5 Acronyms

Chapter 3: INDUSTRY PRICING TRENDS

  • 3.1 Introduction
    • 3.1.1 Participant's Locations and Job Titles
    • 3.1.2 Approved Biologic Products on Market
    • 3.1.3 Number of Biopharmaceuticals in Clinical Trials Opinions Regarding Pricing
    • 3.2.1 Opinions Regarding Price Changes
    • 3.2.2 Expected Price Changes
    • 3.2.3 Product or Service with Higher/Lower Prices - Users
    • 3.2.4 Product or Service with Higher/Lower Prices - CMOs
    • 3.2.5 Change in Optimized Expression System Pricing Models Users
    • 3.2.6 Change in Optimized Expression System Pricing Models CMOs
    • 3.2.7 Key Factors Affecting Manufacturing Costs - Users
    • 3.2.8 Key Factors Affecting Manufacturing Costs - CMOs
  • 3.3 Estimates: Profit Margins
    • 3.3.1 Contractors' Target Gross Profit Margins
    • 3.3.2 Impact of Pricing Pressures on Contractor Margins
  • 3.4 Contractors' Utilization Rates
    • 3.4.1 Current and Planned Overall Utilization Rates
    • 3.4.2 Current Utilization Rates by Tank Size

Chapter 4: OUTSOURCING STRATEGIES/CONTRACTOR SELECTION

  • 4.1 Outsourcing Strategies
    • 4.1.1 Percentage of Manufacturing Budgets: In-House vs. Outsourced
    • 4.1.2 Percentage of Manufacturing Budgets: Process Development vs. Manufacturing
    • 4.1.3 Users' Outsourcing Strategies
  • 4.2 Outsourcing Relationships
    • 4.2.1 Users' Current Contractors
    • 4.2.2 Plans to Use New or Different Contractors
  • 4.3 Contractor Selection
    • 4.3.1 Users' Initial Contact with Contractors
    • 4.3.2 Using New CMO for New Project
    • 4.3.3 Current Project CMO Change
    • 4.3.4 Price Difference between Large Established CMO and Smaller CMO
    • 4.3.5 Price Premium for One-Stop-Shop CMO
  • 4.4 Contractor Location
    • 4.4.1 Use of Asian-Based CMO
    • 4.4.2 Use of Start-up CMO in Emerging Markets
    • 4.4.3 Use of Established CMO with Operations in Emerging Markets
    • 4.4.4 Services Considered for Outsourcing to Emerging Markets
    • 4.4.5 Expectation of Price Reduction from Emerging-Market CMO
    • 4.4.6 Expectation of Lower Prices for Specific Services Outsourced in Emerging Markets
    • 4.4.7 Innovative or Off-Patent Product Sourced to Emerging-Market CMO

Chapter 5: CONTRACTORS' BUSINESS STRATEGIES/CUSTOMER

  • 5.1 Business Strategies
    • 5.1.1 CMO Focus or Business Strategy
    • 5.1.2 Competition Expected from CMOs in Emerging Markets
    • 5.1.3 Price Reduction Expected Due to Competition from Emerging Markets
  • 5.2 Customer Base
    • 5.2.1 Fee-for-Service Clients vs. Partnership Relationships
    • 5.2.2 Percent of Clients Located in Same Country
    • 5.2.3 Client Base: Types of Customer Companies Served
  • 5.3 Technology and Product Trends
    • 5.3.1 Observed Shift to Perfusion Processes
    • 5.3.2 Impact of Pricing Due to Use of Disposables
    • 5.3.3 Accelerated mAb Platform

Chapter 6: CONTRACT AGREEMENT: EXPECTATIONS/PREFERENCES

  • 6.1 Users' Expectations of Pricing Models
    • 6.1.1 Expectations of Core Charges: Users vs. Contractors
    • 6.1.2 Preferred Pricing Models
    • 6.1.3 Typical Pricing Model for Analytical Testing
    • 6.1.4 Typical Pricing Model for Formulation Development
    • 6.1.5 Typical Pricing Model for Cell-Line Expression Services
    • 6.1.6 Pricing Difference for Accelerated mAb Projects
    • 6.1.7 Shift from Fed-Batch to Perfusion Processes
    • 6.1.8 Pricing Models for Perfusion Processes
    • 6.1.9 Pricing Models for Perfusion Processes for Clinical Trial
    • 6.1.10 Antibody Conjugates in Product Portfolio
    • 6.1.11 Outsourcing of Antibody Conjugation Services
  • 6.2 Contractors' Pricing Practices and Preferences
    • 6.2.1 Preferred Pricing Model for Early Process Development
    • 6.2.2 Current Trends in Cell-Line Development Licensing Fees
    • 6.2.3 Long-Term Contracts with Clients
    • 6.2.4 Trends Towards Alternative Business Arrangements

Chapter 7: PRICES PAID AND PRICES CHARGED

  • 7.1 Process Development Prices
    • 7.1.1 Examples of Process Development Prices: Microbial
    • 7.1.2 Examples of Process Development Prices: Mammalian
    • 7.1.3 Process Development Hours
    • 7.1.4 FTE Rates for Process Development
  • 7.2 FTE Rates
  • 7.3 Contractors' Pricing Models
  • 7.4 Contractors' Short-Term vs. Long-Term Rates
    • 7.4.1 Contractors' Batch Pricing
    • 7.4.2 Contractors' Time-in-Facility Pricing
  • 7.5 Pricing: Per-Batch, Per-Week, and Per-Gram
    • 7.5.1 Per-Batch Pricing: Contractor vs. User Averages
    • 7.5.2 Time-in-Facility Pricing: Contractor vs. User Averages
    • 7.5.3 Price Per Gram: Contractor vs. User Averages
  • 7.6 Special Analysis: Price Per-Gram 2013 vs. 2011
  • 7.7 Special Analysis: Price, Per-Batch or Per-Week, Per-Liter
  • 7.8 Typical Charges for Additional Servies
    • 7.8.1 Typical Charges for Mammalian Cell Culture Services
    • 7.8.1 Typical Charges for Microbial Fermentation Services

Chapter 8: IMPROVING CONTRACT AGREEMENTS AND SOLVI PROBLEMS

  • 8.1 Contract Negotiations for Outsourced Production
    • 8.1.1 Users' Perspective: Roadblocks to Negotiations
    • 8.1.2 Contractor' Perspective: Roadblocks to Negotiations
  • 8.2 Users' Perspective: Preparing for Problems
    • 8.2.1 Experience with Changes in Contract Price and the Consequences
    • 8.2.2 Users' Experience with Cancelation Fees
    • 8.2.3 Users: Frequency of Change Orders
  • 8.3 Contractors' Perspectives: Preparing for Problems
    • 8.3.1 Contractors' Use of Reservation Fees
    • 8.3.2 Contractors' Use of Cancelation Fees
    • 8.3.3 CMOs: Typical Number of Project Change Orders
  • 8.4 Future Observations
    • 8.4.1 Contractors Future Market Trends
    • 8.4.2 Users' Perspective: Other Observations
    • 8.4.3 Contractors' Perspective: Other Observations

LIST OF TABLES

Chapter 1

  • 1.4-1 Reason to Use New CMOs for New Projects
  • 1.4-2 Reasons to Pay or not Pay a Premium for a One-Stop-Shop CMO
  • 1.8-1 Users' Perspective: Contract Sections Most Difficult to Negotiate
  • 1.8-2 Contractors" Perspective: Most Common Roadblocks in Negotiations
  • 1.8-3 Additional User Pricing and Contract Agreement Observations
  • 1.8-4 Additional Contractor Pricing and Contract Agreement Observations

Chapter 2

  • 2.2-1 Market Research Steps
  • 2.5-1 Acronyms

Chapter 3

  • 3.1-1 Titles of Respondents Listed Alphabetically
  • 3.2-1 Product or Service Experiencing Higher or Lower Prices - Users
  • 3.2-2 Product or Service Experiencing Higher or Lower Prices - CMOs
  • 3.2-3 Factors Affecting Manufacturing Costs - Users
  • 3.2-4 Factors Affecting Manufacturing Costs - CMOs
  • 3.3-1 Contractors' Target Gross Profit Margins
  • 3.4-1 Contractors' Current Utilization Rates by Tank Size and Production Technology

Chapter 4

  • 4.2-1 Contract Manufacturers Used by Respondents
  • 4.2-2 Contract Manufacturers Being Considered by Respondents
  • 4.2-3 Reasons Why a New or Different CMO is Being Considered
  • 4.3-1 Reasons to Use New CMO for New Projects
  • 4.3-2 Reasons for Switching to New CMO for Current Project
  • 4.3-3 Summary of Comments about Price Differences Between Large and Small CMOs
  • 4.3-4 Reasons to Pay or not Pay a Premium for a One-Stop-Shop CMO
  • 4.4-1 Conditional Use of Start-Up CMO in an Emerging Market
  • 4.4-2 Advantages of an Established CMO in an Emerging Market
  • 4.4-3 Services Considered Sourcing from an Emerging-Market CMO

Chapter 5

  • 5.1-1 Additional Business Strategies
  • 5.1-2 Challenges and Opportunities for CMOs in Emerging Markets
  • 5.1-3 Services Most Affected by Emerging-Market CMOs in Established Markets
  • 5.2-1 Average Percentage: Fee-for-Service Clients vs. Partnership Relationships
  • 5.2-2 Contractors' Client Base: Average Percentage of Each Business Segment
  • 5.3-1 Perfusion Processes
  • 5.3-2 Impacts of Disposables

Chapter 6

  • 6.1-1 Pricing Models Preferred by Users by Percentage
  • 6.1-2 Pricing Models Preferred by Users by Product Phase
  • 6.1-3 Pressures on Choosing Fed-Batch or Perfusion Processes for Manufacturing
  • 6.2-1 Trends in Cell-Line Development Licensing Fees
  • 6.2-2 Types of Price Adjustments in Long-Term Agreements

Chapter 7

  • 7.3-1 Contractor Preferred Pricing Models by Project Phase
  • 7.5-1 Average Numbers of Batches Per Project By Tank Size
  • 7.5-2 Average Numbers of Weeks Per Project By Tank Size
  • 7.5-3 Average Numbers of Grams Per Project By Tank Size
  • 7.6-1 Number of Users' Products Included in the Analysis
  • 7.8-1 Prices Paid, or Prices Charged, for Additional Services for Mammalian Cell Culture
  • 7.8-2 Prices Paid, or Prices Charged, for Additional Services for Microbial Fermentation

Chapter 8

  • 8.1-1 Users' Perspective: Contract Sections Most Difficult to Negotiate
  • 8.1-2 Contractors' Perspective: Most Common Roadblocks in Contract Negotiations
  • 8.2-1 Cause of Changes in Contract Price
  • 8.2-2 Consequences of Changes in Contract Price
  • 8.4-1 Future Market Challenges for Biopharmaceutical Contract Manufacturing
  • 8.4-2 Additional User Observations about Pricing and Contract Agreements
  • 8.4-3 Additional Contractor Observations about Pricing and Contract Agreements

LIST OF FIGURES

Chapter 1

  • 1.2-A Locations of Study Participants
  • 1.3-A Opinions Regarding Price Changes in the Past Two Years
  • 1.3-B Utilization Rates: 2013 and 2014
  • 1.4-A Summary of Outsourcing Strategies
  • 1.4-B Willingness to Pay a Premium for a One-Stop-Shop CMO
  • 1.4-C Price Reduction Expected for Sourcing from Emerging-Market CMO
  • 1.5-A Average Percentage: Fee-for-Service Clients vs. Partnership Relationship
  • 1.5-B Assessment of CMOs in Emerging Markets as Strong Competitors to CMOs in Established Markets
  • 1.5-C Contractors' Client Base: Average Percentages of Each Business Segment Served
  • 1.5-D Pricing Impact of Disposables in Upstream Development and Manufacturing
  • 1.6-A Pricing Models Preferred by Users
  • 1.6-B Pricing Model for Analytical Testing
  • 1.6-C Contractors' Pricing Model for Early Process Development
  • 1.7-A Contractors: Primary Pricing Models
  • 1.7-B Per-Batch Pricing: Average Prices Charged and Paid: Mammalian
  • 1.7-C Per-Batch Pricing: Average Prices Charged and Paid: Microbial
  • 1.7-D Time-in-Facility Pricing: Average Prices Charged and Paid: Mammalian
  • 1.7-E Time-in-Facility Pricing: Average Prices Charged and Paid: Microbial
  • 1.7-F Per-Gram Pricing: Fee Per Gram by Project Volumes: Mammalian
  • 1.7-G Per-Gram Pricing: Fee Per Gram by Project Volumes: Microbial
  • 1.8-A Experience with Changes in Contract Price
  • 1.8-B Contractors' Cancellation Fees

Chapter 2

  • 2.4-A Explanation of Box-and-Whiskers Plot

Chapter 3

  • 3.1-A Locations of Study Participants
  • 3.1-B Respondents with Biologic Products on the Market
  • 3.1-C Distribution of Biologic Products on the Market
  • 3.1-D Respondents with Biopharmaceuticals in Clinical Trials
  • 3.1-E Distribution of Biopharmaceuticals in Clinical Trials
  • 3.2-A Opinions Regarding Price Changes in the Past Two Years
  • 3.2-B Expected Changes in Price
  • 3.2-C Current and Proposed Price Changes - Users
  • 3.2-D Current and Proposed Price Changes - CMOs
  • 3.2-E Price Changes for Optimized Expression Systems - Users
  • 3.2-F Changes in Optimized Expression Systems Pricing Models - CMOs
  • 3.3-A Contractors' Target Gross Profit Margins by Phase: 2013 and 2016
  • 3.3-B Impact of Pricing Changes on Margins
  • 3.4-A Utilization Rates: 2013 and 2014
  • 3.4-B Contractors' Current Average Utilization Rates by Tank Size and Technology

Chapter 4

  • 4.1-A Average Percentages of Biomanufacturing Budgets:Outsourced vs. In-House
  • 4.1-B Average Percentages of Outsourcing Budgets: Process Development versus Manufacturing
  • 4.1-C Summary of Outsourcing Strategies
  • 4.2-A Plan to Use New or Different CMO
  • 4.3-A Initial Discussions with Contractors
  • 4.3-B Differences in Prices Between Large and Small CMOs
  • 4.3-C Willingness to Pay a Premium for a One-Stop-Shop CMO
  • 4.4-A Willingness to Use an Asian-Based CMO
  • 4.4-B Willingness to Consider a Start-Up CMO in an Emerging Market
  • 4.4-C Concerns Regarding Use of a Start-Up CMO in an Emerging Market
  • 4.4-D Willingness to Consider an Established CMO in an Emerging Market
  • 4.4-E Challenges of Using an Established CMO in an Emerging Market
  • 4.4-F Price Reduction Expected for Sourcing from Emerging-Market CMO
  • 4.4-G Specific Services with Expected Lower Pricing from an Emerging-Market CMO
  • 4.4-H Preference for Outsourcing Innovative or Off-Patent Products to Emerging-Market CMOs

Chapter 5

  • 5.1-A Phase-Based Business Focus
  • 5.1-B Assessment of CMOs in Emerging Markets as Strong Competitors to CMOs in Established Markets
  • 5.1-C Price Reduction Due to Emerging-Market CMOs
  • 5.2-A Number of Contractors Using Fee-For-Service Model Exclusively vs. Using Some Partnerships Agreements
  • 5.2-B Percent of Clients Located in Same Country as Contractor's Facility
  • 5.2-C Contractors' Client Base: Average Percentages of Each Business Segment
  • 5.3-A Use of Perfusion Processes
  • 5.3-B Pricing Models for Perfusion Processes
  • 5.3-C Pricing Impact of Disposables in Upstream Development and Manufacturing
  • 5.3-D Accelerated Platform Availability
  • 5.3-E Accelerated Platform Pricing

Chapter 6

  • 6.1-A Percent of Respondents Expecting Certain Services to be a Core Charge
  • 6.1-B Pricing Models Preferred by Users
  • 6.1-C Pricing Model for Analytical Testing
  • 6.1-D Pricing Model Used for Formulation Development
  • 6.1-E Typical Pricing Model for Cell-Line Expression Services
  • 6.1-F Difference in Pricing for Accelerated and Standard Antibody Projects
  • 6.1-G Movement Towards Use of Perfusion Manufacturing Processes
  • 6.1-H Pricing Models for Perfusion Processes
  • 6.1-I Pricing for Manufacturing Clinical Materials by Perfusion Processes
  • 6.1-J Respondents with Antibody Conjugation Projects
  • 6.1-K Type of Molecule Conjugated to Antibody
  • 6.1-L Extend of Outsourcing Conjugation Services among Companies with Antibody Conjugates
  • 6.1-M Pricing of Conjugation Services
  • 6.2-A Contractors' Pricing Model for Early Process Development
  • 6.2-B Long-Term Contracts with Clients
  • 6.2-C Trends Toward Alternative Business Arrangements

Chapter 7

  • 7.1-A Estimates of Process Development Fees for a E. Coli Process
  • 7.1-B Estimates of Process Development Fees for a Mammalian Process
  • 7.1-C Estimates of Process Development Hours
  • 7.1-D Annual FTE Rates for Process Development
  • 7.1-E Users' Expectations vs. Experience: FTE Rates for Process Development
  • 7.2-A Annual FTE Rates for Manufacturing Staff
  • 7.2-B Annual FTE Rates for QC Staff
  • 7.2-C Annual FTE Rates for Project Management Staff
  • 7.2-D Annual FTE Rates for Regulatory Support Staff
  • 7.2-E Annual FTE Rates for Analytic Development Staff
  • 7.2-F Users' Expectations vs. Experience: FTE Rates for Management Staff
  • 7.2-G Users' Expectations vs. Experience: FTE Rates for QC Staff
  • 7.2-H Users' Expectations vs. Experience: FTE Rates for Project Management
  • 7.2-I Users' Expectations vs. Experience: FTE Rates for Regulatory Support
  • 7.2-J Users' Expectations vs. Experience: FTE Rates for Analytic Development
  • 7.3-A Contractors: Primary Pricing Models
  • 7.3-B Contractors Preferred Pricing Models by Project Phase
  • 7.4-A Batch Pricing: Average CMO Rates Per Batch or Run: Mammalian
  • 7.4-B Batch Pricing: Average CMO Rates Per Batch or Run: Microbial
  • 7.4-C Time-in-Facility Pricing: Average CMO Rates Per Week: Mammalian
  • 7.4-D Time-in-Facility Pricing: Average CMO Rates Per Week: Microbial
  • 7.5-A Per-Batch Pricing: Average Prices Charged and Paid: Mammalian
  • 7.5-B Per-Batch Pricing: Average Prices Charged and Paid: Microbial
  • 7.5-C Time-in-Facility Pricing: Average Prices Charged and Paid: Mammalian
  • 7.5-D Time-in-Facility Pricing: Average Prices Charged and Paid: Microbial
  • 7.5-E Per-Gram Pricing: Average Prices Charged and Paid: Mammalian
  • 7.5-F Per-Gram Pricing: Average Prices Charged and Paid: Microbial
  • 7.6-A Per-Gram Pricing: Fee per Gram by Project Volumes: Mammalian
  • 7.6-B Per-Gram Pricing: Fee per Gram by Project Volumes: Microbial
  • 7.7-A Per-Batch Pricing: Fee per Batch per Liter by Tank Size
  • 7.7-B Time-in-Facility Pricing: Fee per Batch per Liter by Tank Size
  • 7.7-C Explanation of Box-and-Whiskers Plot
  • 7.7-D Box-and-Whiskers Plot: Per-Batch Pricing: Mammalian Cell Culture
  • 7.7-E Box-and-Whiskers Plot: Per-Batch Pricing: Microbial Fermentation
  • 7.8-A Average Price Paid by Users for Additional Services: Mammalian-1
  • 7.8-B Average Price Paid by Users for Additional Services: Mammalian-2
  • 7.8-C Average Price Charged by CMOs for Additional Services: Mammalian-1
  • 7.8-D Average Price Charged by CMOs for Additional Services: Mammalian-2
  • 7.8-E Average Price Paid by Users for Additional Services: Microbial-1
  • 7.8-F Average Price Paid by Users for Additional Services: Microbial-2
  • 7.8-G Average Price Charged by CMOs for Additional Services: Microbial-1
  • 7.8-H Average Price Charged by CMOs for Additional Services: Microbial-2

Chapter 8

  • 8.2-A Experience with Changes in Contract Price
  • 8.2-B Cancellation Fees Paid by Users
  • 8.2-C Users: Frequency of Change Orders
  • 8.3-A Contractors' Reservation Fees
  • 8.3-B Average Percentage Charged for Reservation Fee
  • 8.3-C Contractors' Cancellation Fees
  • 8.3-D Comparison of Contractor and User Cancellation Fees
  • 8.3-E CMOs: Distribution of Average Number of Project Change Orders
  • 8.3-F CMOs: Pricing Method for Change Orders
  • 8.3-G Comparison of Number of Typical CMO and Reasonable User Change Orders
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