Collaboration The above elements—feedstock production,
biological systems and purification—require very specific science, engineering, under- standing and knowledge. Yet they are bound to each other as changes in one area affect another, creating a complex, interlinked sys- tem. A value chain is emerging in the industry, as are collaborations between the experts in each of the areas.
For example, Dupont, Dow and Novozymes are producing biological systems, enzymes and yeasts optimized to work with specific raw materials in collaboration with feedstock producers such as Syngenta, Monsanto and Bayer. Such ventures ensure that the pairing of the biological system used for production is matched and optimized to the feedstock.
Scaleup Scaleup is the fi nal part of this value chain.
During this step, process chemical companies such as BP and Shell adapt these raw materials and biological systems for continuous produc- tion. Process engineers and analysts must be able to review existing results and evaluate what happens when feedstock is optimized in a certain way or how it is impacted by a tweak in the process, and assess this to optimize quality and quantity in biofuel production.
Here the process world meets the world of chem- istry and biology. Both knowledge repositories and the ability to work collaboratively between companies are necessary to build a data and business value chain. Each part of the overall process requires good holistic approaches to how data is managed and leveraged. Modern technology can help bring these components together so that organizations can share infor- mation to optimize bio-x production.
There is an obvious opportunity for technology and data management to help in this regard. Collaboration, efficiency and data quality can be addressed by software and streamlined data management procedures. If the joint ven- tures or programs are to operate effectively, the partners cannot work in isolation: They have to be connected in a way that allows each area to excel in its given scientific domain, e.g., molecular biology, purification, process scaleup, cell biology and process simulation.
Scientifically aware data must be shared—real data that can be automatically used in statisti- cal and data analysis with all of the associated context, and that can be managed and opti- mized in order for the business value chain to really work. The biofuels market is not unlike other areas in which science, process and production collide, where data quality, col- laboration and efficiency are important.
The technology Within individual organizations and across joint ventures, a hosted web-based deployment delivers signifi cant benefi ts. While security and intellectual property are priorities, and identi- fying and inviting others to share in a modern system are now well-established practices, the main concern is intellectual property. Contract terms must be agreed upon before starting. To this end, the collaborating organizations have to agree on how the IP will be distributed once the collaboration ends; it will either be shared between the collaborators or assigned to one of the parties.
Bio-x joint ventures The value chain for bio-x production only works if many different scientific and engi- neering disciplines provide their expertise to the collective process.
Biofuels are part of the future of energy. Supporting data, science and engineering collaborations will increase the opportunity for success and commercial viability.
Additional reading Hu, P.S. Biofuel Supply Chain Infrastructure: Optimizing the Evolution of Cellulosic Biofuel. Center for Transportation Analysis Research Brief, Oak Ridge National Laboratory; http://
web.ornl.gov/sci/ees/etsd/cta/Biofuel_ Supply_Chain_Infrastructure.pdf
Paul Denny-Gouldson is vice president, Strategic Solutions, IDBS, 2 Occam Ct., Sur- rey Research Park, Guildford, Surrey GU2 7QB, U.K.; tel: +44 1483 595 000; fax: +44 1483 595 001;
PDGouldson@idbs.com;
www.idbs.com
AMERICAN LABORATORY • 23 • MARCH 2015
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