ArtemisDiana/
Shutterstock.com
ArtemisDiana/
Shutterstock.com
Clinical supply & logistics
The future is digital, and the clinical trial supply chain is no exception. Sarah Harris speaks to Kelly Archer, managing partner, and Erika Biggadike, head of supply chain, at 4C Associates, as they discuss how to optimise clinical trial supply chain management through digital process and automation to improve supply chain visibility and communication across all stakeholders.
Chain reactions T
he clinical trial supply chain is an intricate, multi-faceted process critical to ensuring that trials progress smoothly and deliver reliable
results. However, traditional supply chain management approaches – marked by fragmented communication, processes, and a lack of real-time visibility – are increasingly being recognised as inadequate for the challenges of modern clinical trials. “Today’s clinical trials are increasingly heavily regulated, global and complex,” explains Kelly Archer, managing partner at 4C Associates, a commercial, supply chain and operations consultancy, talking through some of the primary challenges in clinical supply chain management that companies are facing. The stakes are high, as supply chain inefficiencies can lead to delays, increased costs, and compromised data integrity, all of which undermine the potential for life-saving treatments to reach patients. “As we all saw being brought to life through our experiences of Covid, the supply chain implications for clinical trials from temperature management,
demand forecasting and visibility through a supply chain are more than the standard models were prepared for,” says Archer. Traditional supply chain management in clinical trials faces several entrenched issues. The process involves coordinating with multiple stakeholders – sponsors, CROs, suppliers, logistics providers, clinical sites, and regulators. Each has specific roles, but often operate in silos. This fragmentation leads to inefficiencies such as limited visibility. Without end-to-end transparency, stakeholders struggle to anticipate bottlenecks, track inventory, or mitigate risks like temperature excursions for sensitive products. As well as this, manual processes are still prevalent in so many organisations, meaning operations are slowed down and there is an increased risk of errors. Communication gaps further exacerbate these challenges, creating situations where clinical sites either run out of critical supplies or receive shipments that far exceed their immediate needs.
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Clinical Trials Insight /
www.worldpharmaceuticals.net
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