The US is experiencing a record 323 active drug shortages as of early 2024.

All categories of drugs, including cancer chemotherapy and emergency medications, are vulnerable to shortages.

The top drug shortage categories include central nervous system stimulants, antimicrobials, hormones, and intravenous fluids.

The average drug shortage lasts around 1.5 years, with over half lasting more than two years.

The US Department of Health and Human Services reports that at least 500,000 patients, many elderly, are affected by the average shortage.

Manufacturing and quality problems, such as supply chain gaps and plant shutdowns, often cause drug shortages.

Lack of transparency in the pharmaceutical supply chain hinders healthcare systems' response to drug shortages.

Experts recommend increasing transparency in the pharmaceutical supply chain to prevent and mitigate drug shortages.

New Zealand requires pharmaceutical companies to disclose their suppliers in a publicly accessible database.

Technology, like predictive analytics, can help prevent and respond to medication shortages.

Resilient supply chains are crucial for the pharmaceutical business amidst global uncertainties.

Adopting technology, such as data analytics and predictive modeling, is essential for gathering insights and controlling risks.

The Taiwanese government has identified 5 major factors contributing to medication shortages: supply issues, manufacturing problems, clinical demand, uneven distribution, and pricing.

Technology can help prevent and respond to medication shortages by providing real-time information and facilitating stakeholder communication.

Predictive analytics can help mitigate supply chain difficulties.

The global supply chain analytics market is projected to reach USD 16.1 Billion by 2030, growing at a 20.9% CAGR.

Supply chain analytics solutions provide valuable insights into demand forecasting, inventory management, and logistics optimization.

China has a four-level system for responding to medication shortages, covering national, provincial, municipal, and county levels.

Technology plays a key role in preventing and responding to medication shortages in China.

The COVID-19 pandemic has accelerated digital adoption, with companies digitizing 20-25 times faster, according to McKinsey.

Data and analytics can help prevent and respond to medication shortages by providing supply chain insights.

Technologies like edge computing and cloud-enabled equipment can enhance supply chain management through real-time monitoring, such as temperature tracking of shipments.

Most hospital pharmacists are reporting a critical shortage of chemotherapy drugs.

99% of hospital pharmacists are reporting medicine supply gaps.

One-third of health systems have delayed, cancelled, or rationed care due to drug shortages.

One-third of health systems have switched to alternate drugs due to shortages.

The FDA is allowing overseas imports of some chemotherapy drugs to address shortages.

There are currently 309 drug shortages, nearing the all-time high of 320 in 2014.

The American Society of Health-System Pharmacists reports that all types of medications are affected by the shortage.

Adderall has been in short supply since October 2022.

The Adderall shortage is due to increased demand, delayed production, and manufacturers' inability to meet targets during the COVID-19 pandemic.

Pharmaceutical companies rarely disclose the reasons for medication shortages.

Experts believe medication shortages are caused by increased demand, manufacturing limitations, and supply chain disruptions.

The US is experiencing a significant increase in medication shortages since 2021 due to pharmaceutical supply chain disruptions.

The White House has proposed $3.26 billion to $5.11 billion over the next decade to address medication shortages, pending congressional approval.

The European Commission announced pharmaceutical industry reforms and measures to address drug shortages in 2023.

France reported 4,925 drug shortages in 2023, up from 3,761 in 2022 and 2,160 in 2021.

In 2024, 44% of people in France reported facing a drug shortage.

A French pharmacy union planned a strike over drug shortages.

78% of oncology health professionals faced a drug shortage, according to the League Against Cancer.

Drug shortages worsen symptoms and cause anxiety among cancer patients.

Taiwan has a medication supply platform and hotline for reporting shortages.

The government has implemented strategies to address medication shortages, including prioritizing high-demand medications and boosting production and imports.

The National Health Commission has set up a system to monitor and respond to medication shortages.

The Ministry of Industry and Information Technology tracks medication production and supply using a monitoring platform.

The Ministry of Commerce monitors the supply and demand of key medications with large pharmaceutical companies.

In Egypt, the insulin shortage has caused its price to rise from 62 EGP to 192 EGP.

Egypt's drug shortage is mainly caused by the high cost of imported raw materials, driven by the increased exchange rate.

The COVID-19 pandemic and the Russia-Ukraine war have caused a severe drug shortage in Taiwan, with at least 200 types of drugs affected.

The FDA reports that Adderall and liquid amoxicillin are in short supply in the US.

A shortage of chemotherapy drugs like cisplatin and carboplatin has affected cancer patients and clinicians.

The Society of Gynecologic Oncology and the American Society of Clinical Oncology have provided guidelines for substituting or adjusting treatment regimens during the shortage.

Substituting drugs can be challenging, especially for cancers like gynecologic cancers that rely on platinum drugs.

The shortage has highlighted disparities in cancer treatment, affecting community sites and smaller centers more due to limited resources.

Patients are at risk when there are no alternatives to the affected drugs.

The American Society of Health-System Pharmacists is urging Congress to address medication shortages.

Drug shortages cost facilities at least $359 million annually.

Over 50,000 North American pharmacies are affected by drug shortages.

Technology, like automation and intelligence, can help prevent and respond to medication shortages, as seen in Omnicell's advancements.

The global healthcare sector is projected to face an 18 million worker shortage by 2035, according to the WHO.

Digital health integration and AI enhance patient care and address healthcare biases.

Integrating digital health into healthcare facilities requires advanced technologies and workforce training.

Predictive analytics and supply chain management can help prevent activities like price gouging and hoarding that worsen medication shortages.

AI technology can help hospitals purchase the right quantity of medical supplies at the right time with precise stock projections.

Automation in inventory management helps hospitals cut costs by saving on Total Cost of Operations (TCO).

AI integration in hospital inventory management provides precise stock projections, reducing expenses and increasing efficiency.

The US is experiencing a record 323 active drug shortages as of early 2024.

Title:

Content: General Supervision
Elham Aboul Fath
Editor-in-Chief
Thank you for your patience.
General Supervision
Elham Aboul Fath
Editor-in-Chief
Thank you for your patience.
An Unexpected Catastrophe in the World ’ s Largest Country: The Complete Story of U.S. Drug Shortages
The deficit is at a record level.
According to data from the American Society of Health System Pharmacists and the University of Utah Drug Information Service, organizations began tracking drug shortages for the first time in 2001. Steady since 2021 – now reaching a record high of 323 drugs in the first three months of 2024.
Paul Abramowitz, CEO of the American Society of Health System Pharmacists, wrote in a blog post on Thursday: “It ’ s been a long time to end drug shortages, ” and wrote:“ All drug classes are vulnerable to shortages, some of the most worrisome shortages include sterile injectable generic drugs, including cancer chemotherapy drugs and emergency drugs stored in hospital vans and procedural areas. It is dangerous for doctors and patients. ”
In addition to the 32 chemotherapy drugs that are deficient, the five categories of drugs with the greatest deficiency include central nervous system stimulants, antimicrobials, hormonal agents, and intravenous fluids. [1] The Drug Deficiency Database maintained by the American Society of Health System Pharmacists and the University of Utah is based on voluntary reports from practitioners, patients, and others that have been confirmed by manufacturers. The U.S. drug is in short supply, because it captures broader effects on service providers and patients.
The crisis has lasted a year and a half.
More than half of the treatment shortages have lasted for more than two years, according to an analysis by health consultancy IQVIA, and the average shortage affects at least half a million patients, many of them elderly, according to the US Office of Health and Human Services under the Assistant Secretary for Planning and Evaluation, which shared its analysis with Congress in May.
Growing demand can play a role in drug shortages, as with the recent shortage of weight-loss drugs, but often manufacturing and quality problems, such as supply chain gaps and downtime, are the root cause. And varied.
But the American Society of Health System Pharmacists has “serious concerns ” about parts of this proposal, especially financial sanctions imposed on hospitals that lack the resources to comply with the recommendations, Abramowitz wrote:“ We all know that managing shortages is not enough and is not a sustainable solution to the worsening crisis, and there is still a lot of work to be done at the federal level to fix the root causes of drug shortages. ”
Why Shortage Occurs
Shortages can be caused by high demand, as with the recent shortage of weight-loss drugs, but this is not usually the main problem.
The FDA also blames manufacturing and quality problems, supply chain gaps, and downtime, and Dr. Emily Tucker, a drug shortage expert and an assistant professor of industrial engineering at Clemson University, says that when there is an indication of shortages, large health systems often also proactively place large orders, adding to the system ’ s stress.
“I don ’ t blame anyone.
“When I talk to all the stakeholders – whether it ’ s wholesalers, manufacturers, or the government – everyone wants this problem to end, ” she said.
Lack of transparency
Dr. Julie Grallo, chief medical officer and executive vice president of the American Society of Clinical Oncology, told the House Committee earlier that the shortage puts providers in a terrible position: “The drug shortage crisis is forcing providers to make impossible choices, and it is also hindering the development of new drugs. Health drugs are purchased only on a price basis, and manufacturers do not have to disclose the source of their acquisition of the ingredients.
The shortage of this generic chemical drug came due to the closure of one factory in India that manufactures the active ingredient after a surprise FDA inspection found “significant quality issues, ” says Jarallo:“ We didn ’ t know, and there was no transparency regarding the company ’ s supply of the majority of active pharmaceutical ingredients to all manufacturers across the board.
Knowing this in advance, we could have responded much faster, ” Dr. Steven Schundlemeyer, director of the PRIME Institute of the University of Minnesota School of Pharmacy, which focuses on economic and management issues, told the committee that as with defense contractors in the United States, New Zealand requires manufacturers to disclose their suppliers, and that information is required.
Easily accessible in the database.
Related Topics

All categories of drugs, including cancer chemotherapy and emergency medications, are vulnerable to shortages.

The top drug shortage categories include central nervous system stimulants, antimicrobials, hormones, and intravenous fluids.

The average drug shortage lasts around 1.5 years, with over half lasting more than two years.

The US Department of Health and Human Services reports that at least 500,000 patients, many elderly, are affected by the average shortage.

The US Department of Health and Human Services reports that at least 500,000 patients, many elderly, are affected by the average shortage.

The US Department of Health and Human Services reports that at least 500,000 patients, many elderly, are affected by the average shortage.

Manufacturing and quality problems, such as supply chain gaps and plant shutdowns, often cause drug shortages.

Lack of transparency in the pharmaceutical supply chain hinders healthcare systems' response to drug shortages.

Title:

Content: French health groups put forward proposals to limit the damage of worsening drug shortages

Medicines such as cough syrup, lozenges and ointment are seen on a table in an apartment in Berlin, Tuesday, December 20, 2022. Copyright Stephanie Pilick/dpa via AP
Copyright Stephanie Pilick/dpa via AP
By Lauren Chadwick
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Pharmaceutical companies’ lack of transparency leads to rising drug prices and less control over public resources, the group of health organisations say.

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A group of French organisations have called for more transparency from pharmaceutical companies as drug shortages increase.

In a joint report, 14 civil society organisations outlined their recommendations to solve a “situation that has only worsened” since 2018.

The French medicines regulator signalled 4,925 drug shortages in 2023, compared to 3,761 in 2022 and 2,160 in 2021.

A 2024 survey from France Assos Santé, which represents patients, found that 44 per cent of people in France said they had faced a drug shortage this year.

One of the pharmacy unions in France has even planned a strike at the end of the month over drug shortages and what they say is worsening access to care.

Each health organisation contributed an article with recommendations for dealing with the drug shortages.

The League Against Cancer urged complete transparency on drug shortages and potential substitutions for health professionals.

They also called for monitoring of medicine stocks and their location in the country to guarantee equal access.

The organisation found in a survey published in February that 78 per cent of health professionals in oncology had been faced with a drug shortage.

Drug shortages or delays have led to anxiety among cancer patients, lost time, and worsening symptoms, the organisation said.

France Assos Santé, meanwhile, wrote that an urgent response should not be to support “the industrial sector which bears serious responsibilities” for abandoning the production of less profitable drugs, relocating drug production, and keeping insufficient medicine stocks.

They would like any cost increases justified by production costs or the risk of withdrawing a drug from the market due to it being unprofitable. They called for cost evaluations to be made public.

Their concerns also range from the use of public money to bring drug production to Europe to new government plans to prevent shortages.

Some changes at the EU level criticised

Last year, the European Commission announced several measures to reform the pharmaceutical industry and address critical drug shortages.

The European Parliament went on to adopt a position on pharmaceutical reform last month, that included “incentives for innovation” and an effort to limit overuse of antibiotics.

The non-profit organisation Prescrire, which focuses on information about medicine, wrote in a chapter they contributed to the report that while some of the European Commission’s measures were welcome, others were concerning.

One of the many measures they rejected included the Commission’s proposal to reduce the number of days of scientific evaluation of drugs from 210 to 180, which they said was necessary time rather than an “administrative obstacle”.

While the NGO welcomed some measures such as government drug shortage prevention plans, it said the Commission should allow EU states to require pharmaceutical companies to have safety stocks of medicine and sanction those that do not respect them.

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French consumer organisation UFC-Que Choisir and the European Consumer Organisation (BEUC) said that they had hoped MEPs would shorten the length of time for “data protection” to allow generic medicines to be marketed more quickly.

Instead, MEPs approved shortening the period to 7.5 years, “which is almost the same duration as the current 8 years [yet] within the framework of the text adopted by Parliament, companies can gain additional months of protection under certain conditions to reach a total of 8.5 years,” UFC-Que Choisir said.

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Content: Meitu
The first quarter of the United States serious drug shortage 323 drugs urgent cancer patients also have to be diverted and rationed!
CHU HENG NETWORK NEWS CENTER 2024-04-16 10: 42
According to the latest data from the American Society of Health System Pharmacists (ASHP) and the Utah Center for Drug Information Services, a total of 323 drugs in the United States were in severe shortages in the first quarter of this year, surpassing the record of 320 in 2014.
Among the drugs affected are the widely used diabetes drugs Ozempic and Mounjaro, the allergy treatment drug adrenaline, the common antibiotic amoxicillin for children, chemotherapy drugs and injections commonly used in hospitals in intensive care.
ASHP CEO Paul Abramowitz said in a statement that almost all categories of drugs are facing shortages, with non-patented sterile injectable drugs, including cancer chemotherapy drugs, and emergency drugs stored in hospital emergency vans and operating areas, the shortage of such drugs is the most worrying.
According to the American Cancer Society, chemotherapy is one of the top five drugs most affected by the shortage, which threatens to have a devastating impact on patients, and some hospitals and clinics say doctors have had to divert patients to ration their medications because of a shortage of some chemotherapy drugs.
In addition, ASHP noted that the continued nationwide shortage of ADHD drugs is “a problem for clinicians and patients. ”
The shortage of popular drugs is even more acute, with Mounjaro, the diabetes drug known as the “slimming pill ”, already in dire straits.
In response, Lilly said that the “unprecedented surge in demand ” for Mounjaro and its similar drug Zepbound has led to a shortage in the market, which the company is struggling to cope with.
Lilly is ramping up investments to boost production at Mounjaro and Zepbound in the second half of 2024.
The company said it expects intermittent supply disruptions in the near term due to unprecedented demand.
How to cure the drug shortage
The last major “drug shortage ” in U.S. history occurred in 2014, and it has only been alleviated in the years since.
Since 2021, the drug shortage situation seems to be increasing, and scholars in the field of medical health and economics in the United States believe that the reason for most drug shortages in the United States is the fragmentation of the drug supply chain.
The White House this month proposed spending between $3.26 billion and $5.11 billion over the next decade to help address the nation ’ s drug shortage.
The bill requires approval and funding from the U.S. Congress.
U.S. researchers and policymakers believe that a complete solution to the “drug shortage ” may require changes to the business model of the U.S. pharmaceutical industry, including measures to increase the price of generic drugs to attract more drug manufacturers.
Policymakers recommend giving the FDA more power to access more information about drug shortages and impending shortages.
Currently, the FDA relies primarily on phone calls to manufacturers asking if they can increase their supply to understand the situation.
The American Society of Health System Pharmacists said it is working with the federal government to advise the government on measures to address the drug shortage, including that Congress should require manufacturers to be more transparent on any supply chain issues and encourage more diversity in supply chains.
According to Abramowitz, “The federal government still has a lot of work to do to fundamentally address drug shortages, and the American Society of Health System Pharmacists will continue to engage regularly with policymakers to guide them in drafting and passing new legislation to address drug shortages and continue to advocate vigorously for proven solutions on behalf of our members. ”

Experts recommend increasing transparency in the pharmaceutical supply chain to prevent and mitigate drug shortages.

New Zealand requires pharmaceutical companies to disclose their suppliers in a publicly accessible database.

Technology, like predictive analytics, can help prevent and respond to medication shortages.

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Analytics And Insight: Digging Into Data

Kathleen Brunner is the founder, current CEO and President of Acumen Analytics.

While there is cautious optimism, the pandemic continues to impose pressure points and challenges requiring us to change the way we do things. This period in time calls for us to significantly broaden our thinking.

The need for collaboration in organizations has never been more apparent, and the challenges of collaboration never greater. Eliminating departmental working silos is only the beginning. The entire ecosystem needs to be strung together in a secure yet frictionless communication framework, allowing a connected data flow and integrated view of data to achieve the ultimate strategic plan, speed to market and overall success. This need was greatly amplified throughout the pandemic and specifically across life sciences industries. One spotlighted area is pharmaceutical supply chain practices, business continuity and drug/supply shortage prevention.

But many leaders are wondering: How can my organization be future-ready?

The biotech and pharma spaces are often lagging in adopting new technology for a variety of reasons, often due to regulatory and validation requirements. While not specifically focused on life sciences, a recent McKinsey study indicates one silver lining of the Covid-19 crisis is that companies appear to be digitizing many activities 20-25 times faster than previously observed.

Data

Data is being generated rapidly all around us. But, proper use, interpretation and understanding of this data is required for efficiency and successful outcomes. Industry 4.0 deepens the need for companies to ask the right questions regarding their data. In the biopharma world, technical changes are a crucial component of prosperity. Edge computing and smart manufacturing allow for more equipment to be digitally enhanced and cloud-enabled. Temperature monitoring of a shipment from factory to pharmacy is a great example of this.

Additional investments in technology are key to the education and implementation of systems capable of handling high data volumes through experiments that produce large data sets (i.e., metabolomics). After all, data can be meaningless if not interpreted correctly. Success can be achieved by following the lead of other industries that have shifted away from a "this is how we have always done it" mindset.

Digital Transformation

But why all this talk about digital transformation now? Executives are being pressed daily that they need to "go digital." It's transform or be left behind.

This is not new; ERP systems began this process in the 1990s. But what does digital transformation really mean? It is not just about technology; it's about rethinking the current, often longstanding processes with a new approach where technology is not the driver but rather the enabler — new ways through evolution and innovation to change customer, vendor, employee experience. It is a mindset of continuous improvement, a shift to include more data, faster, from more devices (e.g., wearables, sensors, watches, machines, etc.) to reduce risk and increase insights by transforming data into intelligent decision-making. This includes artificial intelligence (AI), machine learning (ML), robotic process automation (RPA), blockchain and the Industrial Internet of Things (IIoT).

Bottom Line

The key to success will be to understand where and what technology is relevant and what to invest in. Lack of clarity could prove to be expensive, wasting effort and resources and potentially impeding organizational success.

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Resilient supply chains are crucial for the pharmaceutical business amidst global uncertainties.

Title:

Content: Resilience, sustainable supply chains are crucial to pharma sector

Sustainability and innovation are the main forces behind the pharmaceutical industry's transformation from suppliers to innovators. The panellists participating in The ETPharma’s Future-Ready Pharma Supply Chain Summit discussion on ‘Trilogue: Navigating Sustainability, Risk, and Resilience in Pharma Supply Chains’ emphasised the importance of sustainability, as it is both a competitive advantage and a moral requirement. Pharmaceutical firms can reduce risks, improve their brand, and attract more environmentally concerned customers by investing in sustainable practices and technologies.

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  • Updated On Mar 15, 2024 at 05:33 PM IST
By Prabhat Prakash & Prarthana Sharma

Mumbai: Resilient supply chains are crucial for the pharmaceutical business in an era of global uncertainties like pandemics, geopolitical tensions, and environmental challenges. With the increasing global dependence on pharmaceuticals, it is critical to guarantee a consistent and unbroken supply of vital medications.

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The ETPharma’s Future-Ready Pharma Supply Chain Summit, themed ‘Resilience, Integrity, and Sustainability’ featured an insightful panel discussion on ‘Trilogue: Navigating Sustainability, Risk, and Resilience in Pharma Supply Chains’. The panellists for the session included Sanjay Kumar, Chief Strategy & Sustainability Officer, Granules India Limited; Chirag Mehta, Chief Financial Officer, Bharat Serums and Vaccines Limited; and Sugeet Chopra, SVP, Global SCM, Strides Pharma Science Limited. The discussion was moderated by Shantanu Bhadkamkar, Chairman, Maharashtra State Development Council, ASSOCHAM.

continued below
Sustainability and innovation are the main forces behind the pharmaceutical industry's transformation from suppliers to innovators. The importance of sustainability was emphasised by the panellists as both a competitive advantage and a moral requirement. Pharmaceutical firms can reduce risks, improve their brand, and attract more environmentally concerned customers by investing in sustainable practices and technologies.

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Starting with the discussion, Bhadkamkar emphasised that developing an organisational culture of collaboration across various departments and functions, putting employee growth and well-being first, and proactively identifying and mitigating risks before they worsen are all important aspects of investing in resilience. Organisations can guarantee that their staff is competent and driven, able to drive innovation and adjust to changing circumstances. When different viewpoints are brought together through cross-functional collaboration, problem-solving and decision-making become more efficient.

He also said that improving resilience in the pharmaceutical sector requires investing in sustainable practices and implementing a sustainable approach to business operations. Sustainable practices cover a wide range of topics, such as ethical raw material procurement, ecologically friendly production techniques, and conscientious waste management. Pharmaceutical firms can lessen regulatory risks, improve stakeholder relations, and lessen their environmental impact by putting sustainability first.

The panellists emphasised the significance of resilience in navigating the ever-changing global markets, which is characterised as the capacity to handle changes without negative consequences. As they emphasised the necessity to anticipate and prepare for unforeseen events, such as supply chain interruptions or geopolitical concerns, while maintaining a careful balance between efficiency and reactivity.

As the discussion continued, it emphasised organisational, technological, and cultural obstacles as impediments to developing resilient supply chains. A narrow focus on immediate profitability and a lack of attention to resilience in corporate goals were examples of cultural impediments. The requirement for improved data analytics and technology adoption to effectively forecast and manage hazards was the main source of technological hurdles. Resilience was also shown to be hindered by organisational constraints, such as transactional ties with suppliers and compartmentalised operations.

To tackle these obstacles, the strategy needs to underline the necessity of top-down leadership commitment to fund, prioritise, and cultivate a collaborative and innovative culture. The adoption of technology was emphasised as being essential for gathering insights and controlling risks, especially in data analytics and predictive modelling. Furthermore, it incorporates flexibility and redundancy.

Mehta added that the key to strengthening an organisation's ability to manage risks, including geopolitical uncertainties, is to keep operations sustainable. He highlighted how crucial it is to take preventative action to deal with anticipated problems like geopolitical tensions, economic volatility, or regulatory changes, how dynamic business settings are, and how businesses must constantly innovate and change to be resilient and sustainable in the face of changing conditions.

He further added that investing in reliable IT infrastructure and data security measures is one of the many components that go into building resilience. An organisation can strengthen its technical infrastructure to stave off interruptions and cyber risks by allowing employees to invest in IT systems. To protect sensitive data and vital activities, this entails putting advanced monitoring systems, data encryption, frequent backups, and cybersecurity measures into place.

Chopra highlighted a difficulty faced by firms in supply chain management where the focus is often constrained to short-term goals and immediate concerns, leaving out the need for long-term resilience. He highlighted that resilience entails not just withstanding disruptions but also efficiently recovering from them. The ability of a system to tolerate disruptive influences without failing is referred to as resistance. In the meantime, recovery refers to the system's ability to recover from these disturbances, return to normal operation, and adjust to new conditions. These elements work together to provide resilience, which enables systems to overcome obstacles, withstand shocks, and eventually prosper in the face of difficulty.

Resilience and sustainability are becoming crucial requirements for pharmaceutical supply chain management. The COVID-19 epidemic prompted industry participants to reassess their plans by serving as a sharp warning of the vulnerabilities present in global supply chains. It is critical to create robust supply chains that can handle disruptions without suffering negative effects. Resilience in supply chains is comparable to a sponge that absorbs force without breaking; it requires strong risk management procedures, technological investment, and capacity planning.

A new era of decision-making in the pharmaceutical sector is being ushered in by innovation, notably in the use of new technologies. Businesses are using cutting-edge technology, such as machine learning and data analytics, to improve operational effectiveness and foresee potential difficulties. This focus on innovation goes beyond technology to include sustainability programmes meant to lessen their negative effects on the environment and promote accountability in business.

Environmental, social, and governance, or ESG, aspects are becoming more and more important in the pharmaceutical sector, having an impact on corporate strategies and investment decisions. A growing number of investors are giving companies with robust ESG policies a top priority, seeing the long-term benefits of sustainability programmes. Promoting an innovative culture and advancing sustainability goals inside firms depend on effective communication.

Global trends and changing market demands are causing major changes in the pharmaceutical business in Indonesia and India. Opportunities abound for firms eager to embrace innovation, sustainability, and resilience in this changing world.

The panel concluded on the note that resilience and sustainable supply chains are crucial as the pharmaceutical sector continues to negotiate in a challenging and quickly changing environment. By adopting sustainability, innovation, and resilience as guiding concepts, businesses can reduce risks, grab expansion possibilities, and set themselves apart from competitors. To protect public health and guarantee a sustainable future for all stakeholders, the industry experts' insights highlight the necessity of proactive policies, cooperative collaborations, and continuous investment in creating resilient and sustainable supply chains.
  • Published On Mar 15, 2024 at 05:33 PM IST

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Adopting technology, such as data analytics and predictive modeling, is essential for gathering insights and controlling risks.

The Taiwanese government has identified 5 major factors contributing to medication shortages: supply issues, manufacturing problems, clinical demand, uneven distribution, and pricing.

Title:

Content: The lack of medicine continues to burn!
The Ministry of Health and Welfare has proposed a short, medium and long-term strategy to deal with the current 5 coping mechanisms.
Journalist Yen Zhenzhen / Taipei Report
According to the Ministry of Health and Welfare, the shortage of drugs is not a single factor, but includes supply problems, manufacturing problems, clinical demand factors, uneven distribution of drugs, drug use habits and drug prices. In addition to dealing with the relatively high clinical demand items, it is properly allocated to all levels of medical institutions and pharmacies to fully meet the needs of clinical end-use drugs.
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In the face of the shortage of drugs, Wang said, the existing health insurance uses five major coping mechanisms, including 1, a single processing window, a dedicated person to help deal with the problem of drug purchase, and contact the Food and Drug Administration to put relevant information on the website of the NHI. (4) Drug price adjustment mechanism that does not meet the cost can be re-checked according to the way of raising the price of special drugs; (5) Alternative drugs can still declare the cost, if they are not irreplaceable, they can be replaced at the same price or lower than the original prescription drug price.
In addition, Wang pointed out that in the face of the international epidemic, the Russian-Ukrainian war, and labor shortage, drug shortage is a problem facing all countries. In order to strengthen the stable supply mechanism of drugs in China, the Ministry of Health and Welfare continues to actively respond to the short-term strategy to solve the problem of drug shortage. The Food and Drug Administration (FDA) and the pharmaceutical industry have made every effort to actively arrange production lines, strive for early import, increase production / import quantity, and properly distribute to all levels of medical institutions and pharmacies to fully meet the demand for clinical end use drugs.
In addition, to properly handle the issue of drug price adjustment, the Central Health Insurance Administration of the Ministry of Health and Welfare intends to implement the "Universal Health Insurance Cost Distribution Target System (DET)" in April this year, which will adjust the number of drug prices and adjust the quota in a suitable manner, taking into account factors such as the epidemic, the Russian-Ukrainian war and inflation.
In terms of medium-term strategy, Wang said that he will establish a permanent drug shortage treatment center and optimize drug supply information transmission.
In order to speed up the handling of drug shortage incidents, we will adopt dedicated personnel and cross-departmental cooperation to develop drug shortage prevention policies to prevent drug shortage in advance, strengthen cross-departmental data integration and proactive monitoring to detect drug shortage incidents at an early stage, and intervene early through cross-departmental cooperation to stabilize drug supply.
At the same time, the Food and Drug Administration (FDA) continues to disseminate drug supply and alternative drug information through various channels. In addition to posting on the “Drug Supply Information Platform ”, the FDA will notify medical institutions and pharmacies through VPN, and weekly letters to relevant medical associations and public associations to inform members. Management system.
In the long-term strategy section, it includes reviewing the current health insurance drug pricing policy and encouraging the production of domestically manufactured generic drugs.
Wang Bi-sheng pointed out that in the review of the current health insurance drug price policy, including the development of the price protection of indicative drugs, drug price review for the lack of drugs; start the review of drug expenditure target (DET), plan the establishment of a risk control mechanism, plan the national unified procurement trial plan; comprehensively review the health insurance drug price policy, give an appropriate price protection mechanism for necessary drugs, and also target the patent period. To encourage the production of domestic manufacturers to ensure that when there is a shortage of original pharmaceutical products, there are domestic famous drugs to respond.
Wang also stressed that the Food and Drug Administration has set up a "Drug Supply Information Platform" (https: / / dsms.fda.gov.tw /), reporting hotline (02) 27878249. If medical institutions and pharmacies have any shortage of drugs, they can go to the platform for enquiry or notification, and the department will deal with it immediately.
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Technology can help prevent and respond to medication shortages by providing real-time information and facilitating stakeholder communication.

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Content: Transforming Hospital Supply Chain with AI and Automation

Medical supplies procurement is the second largest expense which constitutes approximately 1/3rd of a hospital’s Total Cost of Operations (TCO). Technology like AI can give precise stock projections so hospitals can purchase the appropriate quantity of medical equipment, devices, and consumables at the right time. Hospitals can reduce operational expenses in the procurement of medical supplies and manage inventories efficiently. This, in-turn, will make healthcare affordable for the patients.

Vivek Tiwari, Founder and CEO of Medikabazaar elaborates on the need to deploy automation in inventory management in hospitals as it helps to cut costs and bring in financial efficiency by saving on the Total Cost of Operations (TCO) and indirectly result in affordable medical bills for the patients.

How COVID 19 has exacerbated the stress on the healthcare system, causing a supply-demand crunch during an emergency situation. What was your role when the pandemic hit? Impact the pandemic has created in the medical supply chain space?

The outbreak of COVID-19 affected almost every business and healthcare, no matter how badly affected, has been up-front and centre of the world’s response in fighting the pandemic. Initially, there was a pressing need for medical equipment and supplies like ventilators, infrared thermometers, PPE Kits, masks, sanitizers etc., the use of which is now more widespread than before with extremely erratic demand-supply patterns across the country. This led us to create one platform which enrols both suppliers and customers of COVID-19 supplies, so we could aggregate accordingly. We devised the COVID Combat Collaboration Platform which brought together the COVID-19 product buyers, suppliers and experts on a single platform to address the huge demand-supply gap and host relevant and reliable information related to this disease.

During the second wave, when the oxygen crisis arose, we procured, delivered and installed oxygen supply systems like oxygen concentrators across India. As part of Project Breathe, we delivered over 10,000 oxygen concentrators to organisations, corporate and prominent hospitals like CMC Vellore, Apollo Hyderabad and Indore, Motherson and Medicover hospital.

We were involved with every stage of the Covid-19 era, right from incorporating modern testing booths at hospitals, installing beds at government recognised COVID centres, to supporting vaccination with VACCICOOL, our proprietary cold-chain vaccine transportation solution and ICU packages designed for COVID patients (adults and children).

Many healthcare digital platforms are coming up in the B2B space. How have you changed the Indian medical supply chain segments, if you can specify trends and changes you have brought into this segment?

While there are many emerging healthcare B2B digital platforms, we offer much more than just a marketplace in the form of our technological product offerings. There are multiple factors that differentiate us from every other competitor in the market.

Our marketplace is dedicated to making healthcare procurement easier, smarter and more efficient for hospitals and medical establishments, which would in turn help them provide care facilities at better prices for patients. The marketplace started with a few thousand products, but now hosts the largest catalogue of medical, dental and veterinary supplies, consumables, equipment and other devices, running up to more than 700,000 SKUs, serving over 18 countries, more than 200,000 customers.

We have successfully delivered over 500 million units to more than 20,000 pin codes across India and connected over 200,000 medical establishments and healthcare professionals globally.

As for costs we help hospitals unlock savings of up to 30 percent with smart-decision making tools like VPO and the patent-recognised AI-ML based inventory management system VIZI. We identify AI has a emerging technology opportunity that can benefit the businesses and healthcare organisations. We are developing cutting-edge research and technology to leverage these opportunities and help businesses. We are into conducting research, applying AI to products and to new domains, and developing tools to ensure that we leverage technology to transform the industry. VIZI and VPO have led to savings in many hospital chains like Jaslok Hospital, Fortis Hospitals, Wockhardt Hospitals, Sir HN Reliance Foundation Hospital, Apollo Hospitals, Artemis Hospitals and Max Healthcare.

With the help of finance partners, Medikabazaar is assisting healthcare providers set up hospitals with smart and easy payment options like revolving credit, no cost EMI, long term asset financing and more. And with our asset lifecycle management service MBARC, service thousands of equipment with our team of 100+ engineers.

Hospitals procure at cheaper rates, but patients are always charged with more margins. How do you see this?

Although hospitals provide a significant humanitarian service where they cure people from life-threatening diseases, they are also like companies with common operational expenses such as staff salaries, debts, etc. Medical supplies procurement is the second largest expense which constitutes approximately 1/3rd of a hospital’s Total Cost of Operations (TCO).

The reason for such high operational costs in procurement is due to offline supply chain systems which are still utilised by Indian healthcare facilities. Lack of channels for gaining product information, the limited scope of comparing them along with restrained communication lines between manufacturers and hospitals are some of the main limitations of offline procurement.

These disadvantages result in uninformed purchases by hospitals where they end up buying mid-quality supplies at disproportionate prices. This in turn severely affects patient care. Additionally, as hospitals purchase supplies at high prices, patients have to bear expensive medical bills making healthcare unaffordable for many in a country like India.

Automation of medical supplies: How does it help in Total Operational Cost (TOC) of a hospital? Can you explain to us how your procurement platform impacts the operating cost of hospitals, why do you think tier II and III hospitals should adopt online procurement of medical supplies?

Hospitals have an established and conventional procedure to procure their medical supplies where the purchase manager searches and reviews potential vendors. After the vendor is selected, hospitals contact them to inquire about their required supplies, negotiate prices, and then procure them. Such an offline procurement process can be complicated and costly.

The objective of medical establishments should be to make the procurement process qualitative, cost-effective which can allow them to save on their Total Cost of Operations (TCO) and indirectly result in affordable medical bills for the patients.

Since there is a lack of automation in inventory management, hospitals find it difficult to manage their inventories due to an erratic demand of medical devices for patient care.

With the integration of AI in our patented application, VIZI, we provide hospitals with precise stock projections so that they can purchase the appropriate quantity of medical equipment, devices, and consumables at the right time. This way they can reduce their operational expenses in the procurement of medical supplies and also manage their inventories efficiently without having to face excesses, shortages, and expiries in stock.

Our largest online catalogue of medical supplies and equipment that hosts over 700,000 SKUs of medical devices, equipment, and consumables, hospitals can choose their required supplies. With us acting as a single point of purchase, hospitals don’t have to contact multiple vendors and handle numerous quotations which save them valuable time and transactional costs. This way, medical establishments can save significantly in their operational expenses thus in-turn making healthcare affordable for the patients.

In India especially, medical facilities in tier-2, 3 cities, and remote locations can get their supplies via our efficient last-mile delivery, something which fragmented offline distribution systems have failed to achieve. Our online platform also provides flexi-finance options such as zero-cost EMIs and rolling credit limit for easing the payment process for healthcare facilities, thereby ensuring better accessibility and availability of medical supplies in tier-II and III hospitals.

What transformation will UK's CDC group new investment bring into Medikabazaar?

CDC’s investment in Medikabazaar will help to streamline the medical supply chain in India, resulting in improved availability of a wide assortment of medical supplies, transparent pricing and lower search costs for small providers. In turn, such products and services would enable these providers to meet the health needs of smaller groups and communities that live beyond large cities. Currently, about 50 percent of our sales are to smaller hospitals and nursing homes, and around 60 percent of the medical establishments that we serve are based outside metro cities.

The new investment is also helping augment our ability to pre-empt any further threat from another wave of COVID-19. Following the recent launch of our ICU packages for adults and children, CDC’s involvement will accelerate our effort to help medical establishments rapidly augment critical care facilities, in preparation for any furtherpandemics or health emergencies. Over and above their investment, we will also benefit greatly from CDC’s sector expertise to support us in scaling our operation across the country to deliver greater variety of essential medical supplies at affordable cost to more customers.

What are the key technologies trends that are increasingly changing the medical supply chain and how it will help in bridging the accessibility and affordability gap?

Supply chain management is one of the largest expensive business functions for healthcare service providers. One of the most effective ways to manage the healthcare supply chain is by using emerging technologies. Some emerging technologies that can impact the healthcare SCM include Intelligent AI and Analytics, Internet of Thing (IoT), Blockchain, and 3D Printing.

The use of AI in areas such as decision support for traditional inventory management has changed the way healthcare providers used to manage, interpret and analyse the data that they collect from various sources. Data analytics has shifted from descriptive to predictive and prescriptive analytics, which allow them to predict future events and decide the next course of action based on that intelligence.

Internet of Things (IoT)-enabled devices are revolutionising remote monitoring in the healthcare sector. Efficient remote monitoring of patients helps in reducing the length of hospital stays and prevents re-admissions. IoT also has a major impact on reducing healthcare costs significantly and improving treatment outcomes.

Blockchain can help healthcare providers in tracking and tracing the supplies remotely, efficiently and securely. Blockchain can also provide visibility and traceability of products across the value chain – right from the raw material provider to manufacturers to healthcare providers with detailed information about every step, without risks of data tampering.

With the help of 3D printing technology, it will soon be possible to produce products in mass, with the added functionality of adding personalisation. Healthcare is one of the sectors that can immensely benefit by adopting the 3D printing technology for various surgical items. 3D printing technology has the power to streamline the supply chain with mass production for quality care.

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Predictive analytics can help mitigate supply chain difficulties.

Title:

Content: Analytics and AI in 2022: Innovation in the era of COVID

This year's predictions focus less on analytics technology per se and more on its application to address pandemic-driven phenomena.

As we have reached the end of 2021, my inbox has become stuffed with the now customary batch of emails, from tech companies and their PR agencies, sharing management's thoughts on what next year will hold for us, in the world of data, analytics and AI. As ever, the annual exercise of compiling sage predictions about the upcoming year, from executives around the industry, was a big effort. In fact, once all the prediction emails were consolidated, a 50-page document resulted. As with any big data exercise, my goal was to aggregate the data into groupings I could organize it by, both to tame the volume of the data and because the groupings are themselves instructive.

This year, most of the predictions were not about particular technologies, like Hadoop, Kafka or Spark. And they weren't even about tech genre issues like the battle between data warehouses and data lakes. Instead, this year's predictions (for next year) focused on broader business or even societal issues, many of which stem from the world's collective experience of the Coronavirus/COVID-19 pandemic and the changes it has imposed.

Technology's in there, of course; for example, there was a lot of discussion of artificial intelligence (AI), low code/no code platforms and architectural approaches to analytics, like Data Fabric and Data Mesh. But issues pertaining to supply chain disruptions; labor shortages and the "great resignation;" and the interplay between customer experience management, personalization and data protection had huge presence as well.

Let's explore a grouped summary of the predictions.

Supply Chain

We all know the pandemic has had a knock-on effect of impacting global supply chains. For business, that has meant disruption and flux. Interestingly, many of our prediction participants saw this as a tech challenge. As unpredictable as supply chain issues might make things feel, many predictions were based on the premise that predictive analytics could mitigate the the difficulties, as long as the models themselves were carefully monitored for accuracy and drift.

"Many industrial companies...over the last two years...were forced to rely on AI and other digital technologies to solve urgent, real-world problems in supply chains and production" said Artem Kroupenev, VP of Strategy at Augury. Nick Elprin, CEO, Domino Data Lab, feels "the continued volatility of unpredictable business factors, from supply chains to extreme weather, will greatly accelerate the need for businesses to continuously monitor how well their models reflect the real and rapidly changing world of their customers."

Alok Ajmera, CEO of Prophix, opines "Businesses have seen their share of disruptions over the last year, and in 2022 they most likely will continue to deal with the impact of supply chain shortages, rising inflation, and increased cyber security threats...Cloud-based "if/then" scenario planning software tools [enable]...continuously reset forecasts...according to real time data insights to meet fluid market conditions."

Beware, though. Supply chain issues don't just impact material goods; they can impact the technology we tend to view as infinite and always available, too. With that in mind, Lenley Hensarling, chief strategy officer at Aerospike, said "Supply chain issues, both hardware and personnel, will continue with the cloud..as companies continue to migrate to the cloud in 2022, they'll be surprised to find hardware and personnel shortages that may force them to alter their plans."

You can't fire me, I quit

And speaking of the personnel shortages, many of our predictors had something to say about "the great resignation," 2021's apparent voluntary exodus of workers from their jobs. For example, Buno Pati, CEO of Infoworks says that we should "consider [the great resignation's] particular implications regarding scarce data engineering and data science talent, already in very high demand and commanding significant compensation." In other words, finding good data pros was bad before, and it's getting even worse. As to a solution, he predicts that "in the coming year, adoption of new automated approaches to data operations and orchestration will free this critical talent pool from the mundane and focus these valuable professionals on creating and delivering business value."

Momentive (formerly SurveyMonkey) CIO, Eric Johnson, agrees that automation can help address the shortage and work as a retention tool to keep existing employees happier: "in 2020, 31% of companies had at least one system automated. With the great resignation and demand for better quality jobs, automation will accelerate immensely to remove monotonous processes and ensure employees have high-quality work experiences with diverse and meaningful tasks." Speaking to that notion of quality, Johnson also says "The Great Resignation has shown that pay is no longer a main retention lever. Employees are instead eager to have the working environment they want and new challenges that keep them improving and learning as individuals and professionals."

There's an AI angle here too. Nick Curcuru, Vice President of Advisory Services at Privitar, says "analytics in HR has traditionally been about reporting. As organizations grapple with employee turnover amidst the 'Great Resignation,' they will increasingly look to predictive analytics to help save the day." Gleb Polyakov, co-founder and CEO of Nylas, says "Advancements in AI combined with the labor shortage and demand for rapid scale have forced companies to automate wherever possible." Polyakov doesn't predict a dystopian situation though, assuring us that "...even with continued AI-led innovation, humans will continue playing an essential role in true organizational impact, analysis, and growth."

Of fabric, and mesh

Beyond societal issues, architectural ones have been important this year too, especially those that can help companies leverage their analytics investments more successfully. Leading contenders here are the Data Mesh and Data Fabric approaches and many of this year's predictions focused on them.

To begin with, Steve Totman, Chief Strategy Officer at Privitar, believes that "Organizations are increasingly embracing data mesh and data fabric methodologies as the basis of their modern data stacks." Infoworks' Pati is right there with him and thinks that "2022 will see significant growth and interest in data fabric solutions as companies seek to leverage a common management layer to accelerate analytics migration to the cloud, ensure security and governance, quickly [and] deliver business value..." On behalf of the company, he states "we believe this technology will be broadly adopted over the next five years."

Totman and Pati are not alone. "'Data fabric' will be a popular buzzword." was one of five big predictions from Mark Van de Wiel, VP of Technology at HVR (now owned by Fivetran). And Ravi Shankar, SVP and CMO at Denodo, headlines his #1 predicted trend as "Data fabric becomes the foundation for the distributed enterprise," adding that "by enabling organizations to choose their preferred tools, these data fabrics will reduce time-to-delivery and make it a preferred data management approach in the coming year."

Haoyuan Li, founder and CEO of Alluxio, sees Data Fabric as more than popular...he views it as a solution to the new round of data silos: "with SaaS and managed services in the cloud creating data silos, improved governance and catalog with a data fabric spanning multiple services will come to the rescue in 2022." Komprise president Krishna Subramanian sees a similar silo-busting value proposition, stating that "IT and storage managers will choose data fabric architectures to unlock data from storage and enable data-centric vs storage centric management."

Sure seems there's a lot of hope riding on these architectures. I wonder what next year's experts will say about that.

No/Lo-Co

We've already mentioned automation as a partial antidote to the labor shortage, and many of our predicting personnel see low-code/no-code platforms -- in many ways, automation's partner -- as a huge force for efficiency and change in 2022.

Christine Spang, co-founder and CTO of Nylas, predicts, given the "Engineering Labor Shortage, Low-Code Development Takes Off," and expounds on that headline by saying "we'll see the adoption of low-code, no-code tools and applications accelerate in 2022 and beyond."

Venkat Thiruvengadam, the founder and CEO of DuploCloud, explains: "no-code/low code platforms enable non-technical business experts to create software in the domains they know best, without requiring coding knowledge. Experts who were previously locked out of a business idea because they lacked the coding expertise can now get started with minimal coding knowledge." He adds that "the DevOps skills shortage will only continue to grow, accelerating the need for no-code / low code solutions."

But Gil Hoffer, Co-Founder and CTO of Salto, addresses the flip side of that DevOps observation, believing that no- and low-code will acquire attributes of conventional software: "as no code and low code platforms and tools become more pervasive, methodologies and tools from the software development and DevOps worlds, such as automation, version control and declarative languages will be applied and added to these environments."

DevOps-hungry or not, Mendix CEO Tim Srock and his team think "low-code will move past app development" and feel it will grow to "include customer experience design and intelligent workflow automation." The Mendix gang also feels that "...companies will use low-code to automate tasks within workflows." And Ryan Welsh, Founder and CEO of Kyndi, thinks low- and no-code will move into the AI realm too, predicting that "Universal AI will be embedded in a suite of configurable business solutions that do not require coding."

But how long can low/no...go? Since the advent of CASE (computer-aided software engineering) in the 1980s, we've seen platforms that require minimal programming have huge appeal. We've also seen the pendulum swing back the other way, where code-first platforms, and the skill sets needed to drive them, migrate back into high demand.

Personalized, but not surveilled

From low-code, we move to what we might call "low-data." Dr. Jans Aasman, CEO of Franz Inc., characterized the new normal of personal data analytics: "in 2022 we will see new ways for users to regain control of their data." That's great, but it's yet another disruption, forcing companies to personalize experiences without access to as much personal data. Jennifer Krizanek, President, NA and CMO of Contentserv, describes the challenge: "2022 will witness businesses strategizing on how to personalize the customer experience without breaking GDPR laws or infringing on consumers' data privacy rights." She further opines that next year "will be the year in which businesses learn how to operate, market and personalize their offerings to consumers without tracking their every move."

But how can that be done? For openers, Denodo's Shankar says that "in 2022, organizations will leverage small data analytics to create hyper personalized experiences for their individual customers to understand customer sentiment around a specific product or service within a short time window." That makes sense, but the requirement still seems formidable.

AI, as it turns out, may be the key to doing more with less. "With machine learning, companies can optimize, automate, and personalize content and message delivery timing to increase engagement rates at the personal level" says Jason VandeBoom, CEO of ActiveCampaign. And that's not just a nice-to-have according to Mendix folks. Rather they see it as a must-have: "Hyper-personalization will become the norm: As the world becomes increasingly digital, customers will expect experiences that are tailored and can adapt to their needs and desires in the moment. To do that, applications need to take advantage of AI versus executing simple rules."

Vertical AI

AI isn't just for personalization though. In fact, the sense of the predictors' room is that vertical industries, from finance to healthcare, will benefit from AI in 2002. Ajmera at Prophix headlines one of his predictions as: "The Era of AI-Powered Corporate Finance Is Here." His analysis says "...as businesses emerge from the volatile pandemic period, expect to see CFOs finally taking the plunge into AI-powered finance technologies, kickstarting the next era of super-charged corporate finance." Franz's Aasman says "This 'Total AI' is swiftly becoming necessary to tackle enterprise scale applications of mission-critical processes like predicting equipment failure, optimizing healthcare treatment, and maximizing customer relationships."

Further along the healthcare road, Dave Wessinger, CEO and Co-Founder, PointClickCare, believes that "in 2022 we should expect to see more healthcare organizations capitalize on artificial intelligence (AI) to monitor patient behavior, overall creating a safer environment for patients and powering healthcare staff to provide more streamlined and better care." It's not just AI, either. Todd Gottula, President, Clarify Health, thinks analytics will come along for the ride: "Payers, providers, and life sciences companies will turn to on-demand analytics software that gives them instant access to a 360-degree view of the patient journey and a window into how medical care and social and behavioral determinants of health interconnect to influence outcomes."

Transformation can be fun

Virtually everything we've looked at so far pertains to digital transformation, even if only implicitly. But how well have such "DX" efforts gone this far? Not far enough, in the view of Contentserv's Krizanek, who "...believes in 2022, organizations will extend earlier digital transformation efforts but, in doing so, will be forced to rely on their ability to automate trusted data delivery."

To get there, AI comes to the rescue, again. Komprise's Subramanian believes "AI and machine learning in the cloud continue to deliver more capabilities for customers and are becoming core enablers of digital transformation." Subramanian believes it's less not only about AI though. Companies' jettisoning their proclivity to be data pack rats is another factor: "Zombie data or dead data will garner proper attention as enterprises aim to better segment, classify, organize, cleanse, manage and justify spending on storage, backup and DR. Data hoarding will come to an end as part of successful digital transformation initiatives."

SingleStore's Oliver Schabenberger thinks DX success is a data storage technology issue, and one that will be solved in a couple of years: "By 2024, data technology will have evolved to allow organizations to optimize for frictionless digital transformation rather than optimize for read/write of transactions or efficient scans of large datasets. Databases will be an active participant and orchestrator of decision support." Given the company's combination of row store and column store technology in one database, this vantage point makes sense.

Don't just innovate, operate

Overall, while they don't come right out and say it, our clairvoyants seem to see 2022 as a year of fit-and-finish, rather than one of raw innovation. We already have tons of great analytics and intelligence technology, and we have, for a few years now, understood their potential collective transformative power. What we have largely neglected, though, is achieving high rates of success in implementing these technologies and making them operational. With the economic and logistical impacts of the COVID pandemic, that's now moved from being suboptimal to being inexcusable.

Now we need to take stock of what we have, slow down on adding to it and ramp up on the discipline necessary to exploit it to its full potential. Our prognosticators think that will happen in 2022. My guess is it might take longer, but it's a good omen that people have apparently been pondering it so fully in the latter part of 2021.

The global supply chain analytics market is projected to reach USD 16.1 Billion by 2030, growing at a 20.9% CAGR.

Title:

Content: Supply Chain Analytics Market projected to reach USD 16.1 Billion by 2030, growing at a CAGR of 20.9% during the forecast period of 2023-2030 - says MarketDigits in its latest study

The Global Supply Chain Analytics Market was valued USD 5.4 Billion in 2023 and projected to reach USD 16.1 Billion by 2030, growing at a CAGR of 20.9% during the forecast period of 2023-2030

Richmond, Feb. 13, 2024 (GLOBE NEWSWIRE) -- According to a research report "Supply Chain Analytics Market, by Component (Software, Services), Solutions (Demand Analysis and Forecasting, Supplier Performance Analytics, Spend and Procurement Analytics, Inventory Analytics, Distribution Analytics), Services (Professional, Managed), Deployment Mode, Organization Size, Vertical and Region - Global Forecast to 2030.

Global Supply Chain Analytics Market Report Scope:

Report Details
Market size value in 2023 USD 5.4 Billion
Market size value in 2030 USD 16.1 Billion
CAGR (2023-2030) 20.9%
Forecast Period 2023–2030
Historic Data 2019
Forecast Units Value (USD Million/USD Billion)
Segments Covered Solutions, Component, End User and Region
Geographies Covered North America, Europe, Asia Pacific, and RoW

  • SAP

  • Oracle
Sample of Companies Covered
  • IBM

  • SAS Institute

  • Software AG

Download the Sample - https://www.marketdigits.com/request/sample/676

TOC Covers in Depth & Breath on Supply Chain Analytics Market
170 - Market Data Tables
65 - List of Figures
225 – Pages

The report includes Vendor Assessment (Company Profiles, Market Positioning, Strategies, Recent Developments, Capabilities & Product Offerings / Mapping), Technology Assessment (Developments & Economic Impact), Partner & Customer Ecosystem (Product Services, Proposition & Key Features) Competitive Index & Regional FootPrint by MarketDigits.

Market Overview

The global supply chain analytics market plays a pivotal role in the overall business ecosystem by providing organizations with the tools and insights needed to optimize their supply chain operations. With the increasing complexity and globalization of supply chains, analytics solutions enable companies to gather and analyze vast amounts of data, offering valuable insights into key areas such as demand forecasting, inventory management, and logistics optimization. This not only helps in reducing operational costs but also enhances overall efficiency, resilience, and responsiveness to market dynamics. Businesses can make data-driven decisions, identify areas for improvement, and proactively address challenges, thereby streamlining their supply chain processes and gaining a competitive edge in the market.

The industry benefits from global supply chain analytics through improved decision-making, increased visibility, and enhanced risk management. By leveraging analytics, organizations can identify patterns, trends, and potential risks in real-time, allowing for proactive measures to be taken to mitigate disruptions. This market-driven approach contributes to better resource allocation, improved customer satisfaction, and ultimately, increased profitability. As businesses continue to recognize the importance of data-driven insights in navigating the complexities of global supply chains, the demand for supply chain analytics solutions is expected to grow, fostering innovation and efficiency across various industries.

Major Vendors in the Global Supply Chain Analytics Market:

  • SAP
  • Oracle
  • IBM
  • SAS Institute
  • Software AG
  • MicroStrategy
  • Tableau
  • Qlik
  • TIBCO
  • Cloudera
  • Logility
  • Savi Technology
  • Infor
  • RELEX Solutions
  • TARGIT
  • Voxware
  • The AnyLogic Company
  • Antuit
  • Axway
  • AIMMS
  • BRIDGEi2i
  • Datameer
  • Rosslyn Analytics
  • Manhattan Associates
  • Salesforce

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Data Integration and Visibility

In the dynamic landscape of global supply chains, one key driver for the supply chain analytics market is the increasing demand for enhanced data integration and visibility across the entire supply chain network. Organizations are recognizing the value of real-time, end-to-end visibility into their supply chain processes. This involves integrating data from various sources, such as suppliers, manufacturers, logistics providers, and distributors, into a centralized analytics platform. With the advent of technologies like the Internet of Things (IoT) and RFID, companies can now capture and analyze real-time data from different touchpoints in the supply chain. This data integration facilitates better decision-making by providing actionable insights into inventory levels, production status, and delivery schedules. Businesses can optimize their operations, reduce lead times, and proactively address disruptions, ultimately improving overall supply chain efficiency.

Market Dynamics

Drivers:

  • Increasing demand for real-time visibility and transparency in supply chain operations.
  • Growing adoption of advanced technologies such as IoT, AI, and machine learning in supply chain management.
  • Rising complexity and globalization of supply chain networks.
  • The need for cost reduction and operational efficiency in supply chain processes.

Opportunities:

  • Expansion of e-commerce and Omni channel retailing.
  • Emphasis on sustainability and environmentally friendly supply chain practices.
  • Integration of blockchain technology for enhanced security and traceability.
  • Rising awareness and recognition of the strategic importance of supply chain analytics in decision-making.

Advanced Analytics and Predictive Modeling

Another significant driver for the global supply chain analytics market is the adoption of advanced analytics and predictive modeling techniques. As supply chains become more complex, organizations are leveraging analytics to gain deeper insights and forecast future trends. Advanced analytics, including machine learning and artificial intelligence, enable companies to analyze historical data patterns, identify correlations, and predict potential supply chain disruptions. Predictive modeling helps in demand forecasting, inventory optimization, and risk management. For instance, predictive analytics can anticipate fluctuations in demand, allowing businesses to adjust inventory levels accordingly. This proactive approach minimizes excess inventory costs and stockouts, contributing to better overall supply chain performance. By harnessing the power of predictive analytics, organizations can move from a reactive to a proactive supply chain management strategy, enhancing their ability to respond swiftly to market changes.

North America dominates the market for Supply Chain Analytics.

The dominating region in the global supply chain analytics market is North America, with the United States being the primary contributor. The region's dominance can be attributed to the presence of established players, technological advancements, and a high level of awareness regarding the benefits of supply chain analytics. According to recent market reports, North America accounted for over 40% of the global market share.

However, the APAC region is emerging as a high-growth market for supply chain analytics. China, in particular, is witnessing rapid adoption due to its robust manufacturing sector and the integration of advanced technologies. The region's growth is fueled by the increasing demand for efficient supply chain management in the wake of expanding e-commerce, manufacturing, and logistics industries.

Furthermore, countries in Latin America, such as Brazil and Mexico, are showing promise with their growing awareness of supply chain optimization. These nations are investing in analytics solutions to streamline their supply chain processes, reduce operational costs, and enhance overall competitiveness in the global market.

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The Solution Segments is anticipated to hold the Largest Market Share during the Forecast Period

In the global supply chain analytics market, the solutions segment comprises various components, including demand analysis and forecasting, supplier performance analytics, spend and procurement analytics, inventory analytics, and distribution analytics. Among these, supplier performance analytics stands out as the dominating segment. This dominance can be attributed to its pivotal role in optimizing supplier relationships and enhancing overall supply chain efficiency. Supplier Performance Analytics enables organizations to assess and monitor the performance of their suppliers, ensuring reliability, quality, and adherence to contractual agreements. By leveraging data-driven insights, businesses can make informed decisions, mitigate risks, and streamline their procurement processes, ultimately contributing to a more resilient and responsive supply chain.

Segmentations Analysis of Supply Chain Analytics Market: -

  • By Component
    • Software
    • Services
  • By Solutions
    • Includes Demand Analysis and Forecasting
    • Supplier Performance Analytics
    • Spend and Procurement Analytics
    • Inventory Analytics
    • Distribution Analytics
  • By Services
    • Professional Services
    • Managed Services
  • By Deployment Mode
    • Cloud
    • On-premises
  • By Organization Size
    • Large Enterprises
    • SMEs
  • By Vertical
    • Automotive
    • Retail & Consumer Goods
    • F&B Manufacturing
    • Machinery & Industrial Equipment Manufacturing
    • Pharmaceutical
    • Government
    • Energy & Utilities
  • By Region
    • North America
    • Latin America
    • Europe
    • Asia Pacific
    • Middle East & Africa

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Supply chain analytics solutions provide valuable insights into demand forecasting, inventory management, and logistics optimization.

China has a four-level system for responding to medication shortages, covering national, provincial, municipal, and county levels.

Title:

Content: 【 Printing 】
2023 shortage of drugs reported information has been fully dealt with
Related LINKS http: / / www.CRNT.com 2024-03-14 15: 33: 32
Beijing, March 14 / Xinhua News Agency reported that the reporter learned from the National Health and Health Commission on the 13th, the national, provincial, municipal and county four shortage drug classification system gradually improved and effective operation, 2023 shortage drug reporting information has been fully addressed, and the temporary import work of clinically urgent drugs is done.
It is understood that in the near future, the national and provincial shortage of drug supply guarantee work will discuss the mechanism of various units to ensure the supply of stable prices as the focus, and continue to improve the classification of shortage of drugs to deal with the ability to deal with, multi-dimensional improvement of shortage of drug information monitoring.
The National Health and Health Commission relies on the national public medical and health institutions shortage of drug information direct reporting system and other monitoring conditions to carry out monitoring and early warning and regular reporting.
The State Medical Insurance Bureau continuously monitors the national shortage list of drugs and clinically necessary drugs that are vulnerable to shortage, focusing on the abnormal high prices and distribution data of the listed drugs.
The National Drug Administration continues to collect information on the production supply and shutdown reports of shortage of pharmaceutical products.
The Ministry of Industry and Information Technology relies on the shortage drug production supply monitoring and early warning platform to carry out dynamic monitoring and analysis.
The Ministry of Commerce organized some large pharmaceutical wholesale and retail enterprises to pay close attention to the supply and demand situation of pharmaceutical products.
At the same time, the whole chain guarantees the stable supply of shortage drugs.
The National Drug Administration continues to promote the review and approval of national shortage drug list varieties, and carries out the basic information labeling and data management of shortage drugs.
The State Medical and Health Insurance Bureau fully implements the policy of online procurement of shortage drugs, and explores the centralized procurement of shortage drugs.
The Ministry of Industry and Information Technology continues to support the construction of centralized production bases for small varieties of drugs, and establish regular shortages of drugs at the central and local levels.
The Ministry of Ecology and Environment takes flexible enforcement action to help enterprises rectify the situation in a timely manner if the environment of the enterprises involved in the production of pharmaceutical raw materials or preparations violates the law.
The SASAC of the State Council continues to promote state-owned enterprises to fulfill their social responsibilities in the supply of shortage drugs and play the function of "cistern".
The National Post Office continues to promote the construction of a comprehensive postal service platform, supporting the postal group to give full play to its network advantages and continuously improve its medical distribution service capabilities.
In addition, strengthen the enforcement of illegal acts.
The General Administration of Market Supervision investigates and punishes illegal acts such as monopoly in the field of pharmaceutical products according to law, and plays a warning and education role in major typical cases.
The General Administration of Taxation further increased the investigation and punishment of tax violations by some pharmaceutical enterprises, and standardized the tax order in the pharmaceutical field.
According to the clues of the problem and illegal facts, the National Medical Insurance Bureau talked about the relevant pharmaceutical companies to reduce the level of drug prices involved, and block the chain of benefits of manufacturing shortages and monopoly price increases.
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Technology plays a key role in preventing and responding to medication shortages in China.

Technology plays a key role in preventing and responding to medication shortages in China.

Technology plays a key role in preventing and responding to medication shortages in China.

The COVID-19 pandemic has accelerated digital adoption, with companies digitizing 20-25 times faster, according to McKinsey.

Data and analytics can help prevent and respond to medication shortages by providing supply chain insights.

Technologies like edge computing and cloud-enabled equipment can enhance supply chain management through real-time monitoring, such as temperature tracking of shipments.

Most hospital pharmacists are reporting a critical shortage of chemotherapy drugs.

Title:

Content: As drug shortage list grows, many hospitals face tough decisions on rationing care

More than half of hospital pharmacists are reporting a critical shortage of chemotherapy drugs and nearly all are reporting overall medicine supply gaps as prescription drug shortages near an all time high, according to a new survey.

Hospital pharmacists said drug shortages have forced 1 in 3 health systems to delay, cancel or ration care or switch to alternate drugs to continue to treat patients. And 99% are reporting some drug supply shortages, an American Society of Health-System Pharmacists survey of more than 1,000 pharmacists released Thursday found.

The organization reported shortages of 309 drugs, near the all-time high of 320 shortages in 2014. The scarcity of key drugs is prompting hospitals to find or substitute drugs and change treatment plans as needed.

“In some cases, there are no alternatives to the affected drugs, which puts patients at risk," ASHP Chief Executive Officer Paul W. Abramowitz said in a statement. "This issue requires quick action from Congress to address the underlying causes of shortages and ensure patients have the medications they need.”

Cancer drug shortages

In June, the Food and Drug Administration said it will temporarily allow overseas drug manufacturers to import some chemotherapy drugs.

The FDA allowed Qilu Pharmaceutical, a drug manufacturer in China, to import the injectable chemotherapy drug cisplatin in 50-milligram vials. Toronto pharmaceutical company Apotex Corp. will distribute the medication in the United States.

More than a dozen cancer drugs have been in shortage in recent months, including cisplatin and carboplatin, used to treat lung, breast, prostate and gynecologic cancers. The National Cancer Institute said cisplatin and similar drugs are prescribed for 10% to 20% of all cancer patients.

In June, the National Comprehensive Cancer Network released a survey of 27 academic cancer centers that found 93% reported shortages of carboplatin and 70% faced shortages of cisplatin.

When cancer hospitals face such shortages, they attempt to make sure there's enough medication for patients to finish the course of treatment, said Mike Ganio, ASHP's senior director of pharmacy practice and quality.

Cancer hospitals facing such shortages might change medications for new patients starting on chemotherapy, said Ganio, a former pharmacy manager at an academic cancer center.

"You try to keep that patient on the same regimen as much as you can, unless they're failing it for some reason, and then you would switch," Ganio said.

Steroids, hormonal drugs also in short supply

More than 1 in 5 hospital pharmacists also reported shortages for steroids, hormonal drugs and oral liquids such as lidocaine, ibuprofen and amoxicillin.

A smaller number of pharmacists said heart medications, emergency prefilled syringes and drugs used for intensive care unit patients were in short supply. Others reported shortages of attention deficit hyperactivity disorder medicines, antimicrobial drugs and injectable opioids.

In all, about two-thirds of pharmacists said the shortages were "moderately impactful," which means they are managing shortages but patients are affected.

Pharmacists are managing the shortages by offering therapeutic alternatives, buying different vial sizes or concentrations and rationing medicines.

This article originally appeared on USA TODAY: Survey: Drug shortages are widespread, hospitals ration care

99% of hospital pharmacists are reporting medicine supply gaps.

One-third of health systems have delayed, cancelled, or rationed care due to drug shortages.

One-third of health systems have switched to alternate drugs due to shortages.

The FDA is allowing overseas imports of some chemotherapy drugs to address shortages.

There are currently 309 drug shortages, nearing the all-time high of 320 in 2014.

The American Society of Health-System Pharmacists reports that all types of medications are affected by the shortage.

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The shortage of 323 medical drugs is the worst since 2001.
According to the American Society of Health-System Pharmacis (ASHP), 323 medical drugs are currently in short supply, breaking the previous record of 320 shortages in 2014 and the most severe since tracking drug shortages began in 2001.
ASHP ’ s collaborative survey with the Utah Drug Information Service found that drug shortages in the United States are increasing and show no signs of improvement.
The institute said that all kinds of drugs are at risk of being out of stock, and the most worrying is the lack of even general injection disinfection drugs, including cancer chemotherapy drugs, and emergency medicine stores in hospitals and surgery departments.
Adderall, which is used to treat ADHD and narcolepsy, is one of the most difficult drugs to track and has been in short supply since October 2022. The Drug Enforcement Administration said last fall that more than a dozen pharmaceutical companies said they intended to increase adderall production, but ASHP noted that the problem persists to this day.
Members of the Society of Pharmacists say there is a national shortage of drugs to treat ADHD, which is still causing problems for medical personnel and patients.
Adderall will be short of loans, one of the reasons is that during the Covid-19 period, the use of large, delayed production by major manufacturers, and other manufacturers can not meet production targets.
In its quarterly report, ASHP noted that most pharmaceutical companies are reluctant to disclose the cause of the drug supply shortage.
Experts believe that the rapid increase in demand, supply is too late, pharmaceutical companies are limited, and the supply chain of pharmaceutical materials is blocked.
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Adderall has been in short supply since October 2022.

The Adderall shortage is due to increased demand, delayed production, and manufacturers' inability to meet targets during the COVID-19 pandemic.

Pharmaceutical companies rarely disclose the reasons for medication shortages.

Experts believe medication shortages are caused by increased demand, manufacturing limitations, and supply chain disruptions.

Title:

Content: Healthcare companies moved higher as tech companies continue to enter the space.

Facebook parent Meta Platforms has created a tool to predict the structure of hundreds of millions of proteins using artificial intelligence. Researchers say it promises to deepen scientists' understanding of biology, and perhaps speed the discovery of new drugs.

Meanwhile, a drug used to extend the lives of people with advanced prostate cancer is in short supply and will be for months, leaving some patients with no treatment option as the manufacturer works to ramp up production. The Food and Drug Administration said last week the availability of Pluvicto is limited as manufacturer Novartis struggles to meet demand. The drugmaker said the shortage stems from manufacturing and delivery issues.

Write to Amy Pessetto at amy.pessetto@dowjones.com

(END) Dow Jones Newswires

03-16-23 1727ET

Title:

Content: 2 major drugs are in short supply, FDA says. Both are widely prescribed to children.

NEW!

Drug shortages continue in the U.S., even as the COVID-19 pandemic nears the end of its third year.

Two drugs commonly prescribed to children — Adderall and liquid amoxicillin — recently joined the list, the Food and Drug Administration says.

The FDA announced last month that it was talking to manufacturers about a shortage of Adderall, the combination drug of amphetamine mixed salts used to treat attention deficit hyperactivity disorder.

Parents are also discovering liquid amoxicillin — an important antibiotic used to treat bacterial infections — is in short supply, according to the FDA. It added the oral solution of the antibiotic to its list of drug shortages on Oct. 28.

Both drugs are widely used by children as well as adults. The amoxicillin shortage comes at a vulnerable time, as we enter cold and flu season and U.S. hospitals continue to fill with respiratory infections. Amoxicillin is often used to treat ear infections and bronchitis.

The reason for the shortages? The FDA didn’t immediately respond to a request for comment Thursday. However, the agency cited a few factors on its website, including quality and manufacturing issues.

“There have been other reasons such as production delays at the manufacturer and delays companies have experienced receiving raw materials and components from suppliers,” the agency says. “Discontinuations are another factor contributing to shortages.

“FDA can’t require a firm to keep making a drug it wants to discontinue. Sometimes these older drugs are discontinued by companies in favor of newer, more profitable drugs.”

For a list of all drugs currently in short supply, visit FDA.gov.

Our journalism needs your support. Please subscribe today to NJ.com.

Spencer Kent may be reached at skent@njadvancemedia.com.

If you purchase a product or register for an account through one of the links on our site, we may receive compensation.

The US is experiencing a significant increase in medication shortages since 2021 due to pharmaceutical supply chain disruptions.

The White House has proposed $3.26 billion to $5.11 billion over the next decade to address medication shortages, pending congressional approval.

The European Commission announced pharmaceutical industry reforms and measures to address drug shortages in 2023.

France reported 4,925 drug shortages in 2023, up from 3,761 in 2022 and 2,160 in 2021.

In 2024, 44% of people in France reported facing a drug shortage.

A French pharmacy union planned a strike over drug shortages.

78% of oncology health professionals faced a drug shortage, according to the League Against Cancer.

Drug shortages worsen symptoms and cause anxiety among cancer patients.

Taiwan has a medication supply platform and hotline for reporting shortages.

The government has implemented strategies to address medication shortages, including prioritizing high-demand medications and boosting production and imports.

The National Health Commission has set up a system to monitor and respond to medication shortages.

The Ministry of Industry and Information Technology tracks medication production and supply using a monitoring platform.

The Ministry of Commerce monitors the supply and demand of key medications with large pharmaceutical companies.

The Ministry of Commerce monitors the supply and demand of key medications with large pharmaceutical companies.

In Egypt, the insulin shortage has caused its price to rise from 62 EGP to 192 EGP.

Title:

Content: The Egyptian alternative is not available.. and the importer increased 150% search for insulin..
A journey of misery that threatens the lives of diabetic patients
5.
There is no voice louder than the cries of patients who have failed to get their medicine.. The crisis of lack of medicines continues and haunting patients and threatening their lives.. The most prominent shortcomings of insulin.. In the new republic, access to insulin has become a difficult dream.
Insulin disappeared from pharmacies.. The Right to Medicine Association also received many complaints about the lack of insulin in public hospitals and health insurance clinics in the provinces.
Some patients resorted to the ambulance pharmacy in search of insulin, which is dispensed in specific quantities after providing a modern prescription and analysis proving the patient's diabetes, which prompted citizens to crowd in front of the ambulance pharmacy in long queues to buy those shortcomings after they disappeared from all pharmacies.
The lack of insulin prompted a number of patients to share their suffering on the social networking site Facebook and wondered where it was available.
The price of imported insulin pen rose from 62 pounds to 100 pounds and then 150 pounds up to 192 pounds.. The local price reaches 40 pounds, but it is not available only in the ambulance pharmacy and the patient spends one pen after submitting the prescription and a copy of the card and the analysis that proves the disease.
The crisis is not limited to pharmacies and government and university hospitals, but there is a shortage of insulin in health insurance pharmacies.
Many diabetic patients have complained of not being able to dispense their monthly treatment due to the lack of insulin.. The patient also has to pass through many pharmacies on a long journey to dispense his treatment and there are some pharmacies that dispense half the dose only because of the existing shortage.
The government held several meetings to discuss the drug shortage crisis and promised to solve it within a week.
The crisis prompted a number of deputies to submit requests for a briefing in the House of Representatives on the crisis of the shortage of medicines for chronic diseases such as heart, pressure and diabetes … and accused the Unified Procurement Authority and the Ministry of Health of failing to resolve the crisis.
Mohamed Elbahi, consultant of the Chamber of Pharmaceutical Industry at the Federation of Industries, said that the shortage of medicines in Egypt is caused by the high prices of raw materials due to the high exchange rate, as most of the raw materials used in the pharmaceutical industry are imported from abroad.
I forgot to solve the crisis in stages so as not to impose a burden on the citizen and expect the end of the crisis of medicine shortages within three months at the latest.
Although Egypt imports a large amount of insulin, the Minister of Health and Population, Dr. Khaled Abdel Ghaffar, said in statements that Egypt is a producer of insulin, and local insulin can be used as an alternative to the importer, but it is also not available.
As pointed out by dr.
Alaa Mohamed, a pharmacist, said that there is a prevailing culture among citizens that the importer is the best and despite the high price of imported insulin, but the patient is still looking for him and is not satisfied with the alternative.. There are patients suffering from diabetes for several years and they are accustomed to the importer and it is difficult to replace it with the Egyptian.
Dr. Ali Abdullah, director of the Center for Pharmaceutical Studies, explained that the reason for the shortage of medicines is the inability of the producing companies to bear the difference of money to import raw materials after the rise of the dollar price from 31 pounds to 49 pounds.
He pointed out the need to raise the awareness of citizens and change the prevailing culture that the importer is better than the local. We must educate patients to use alternative medicines because they are much cheaper than the importer, which costs us a lot of money.
He added that it is necessary to enact legislation to prevent the dispensing of medicines without prescription in order to prevent the withdrawal of medicines and their use for purposes other than those specified for them.
On the other hand, Dr. Ali Abdullah called for the need to reconsider the pricing of medicines with not forgetting the social and investment part of companies.. And the citizen to accept the increase in the prices of medicine, and also must control the market of medicines.. There are statements by Minister Dr. Khaled Abdel Ghaffar pointed out that the private sector represents 70% of medicines, and the government has 30%.. Unfortunately there is a large amount of government medicines private hospitals and pharmacies health insurance are leaked For the black market and the citizen does not find evidence in a syringe price of 200 pounds sold for 2000 pounds.. In a drug used in illegal abortion price of 11 pounds is now sold for 200 and 300 pounds although it is private government only.. And on the private level we find abuse in the use of drugs veterinarians sell veterinary drugs with feed..
And gynecologists and obstetricians sell the IUD at times its prices and hormonal injections as well.. Where is the legislation that governs this farce and where is the drug traceability that governs the medicine can.
Dr. Irene Saad, a member of the House of Representatives, pointed out that the reason for the shortage of medicines, especially medicines for chronic diseases, is the decline in the import of raw materials and the tendency of some factories and companies to stop production lines because of the lack of raw materials for the industry due to the high price of the dollar.
She stressed that the role of the state is to pay attention to the factories of the private business sector in the country, which can feed the gap in public hospitals and health insurance, and there is more interest in the city of medicine to serve the national industry, and there is a national strategy to localize the drug industry and rely on local alternatives.
It is possible to agree with the Ministry of Agriculture to provide animal gelatin.. Packaging materials.. Manufacturing these materials locally can save the final cost and reach a fair price for medicines..
Therefore, the state should give incentives to important production lines that fill a deficit.. There must be coordination between the Pharmaceutical Authority and the Ministry of Industry to identify the shortcomings and develop alternative plans to provide them at reasonable prices.
She pointed out that insulin, for example, from medicines should be in stock at least 6 months because of its great importance in providing health care to citizens, and there should be stock for all medicines, especially medicines for chronic diseases.

Egypt's drug shortage is mainly caused by the high cost of imported raw materials, driven by the increased exchange rate.

The COVID-19 pandemic and the Russia-Ukraine war have caused a severe drug shortage in Taiwan, with at least 200 types of drugs affected.

Title:

Content: The epidemic disrupted the supply chain, coupled with the shortage of raw materials caused by the war between Ukraine and Russia, caused the "biggest shortage of drugs in 30 years" in Taiwan at the beginning of last year. With the coming of the Chinese New Year, patients are worried about hoarding goods, and I am afraid that the shortage of drugs will become more serious.
A domestic pharmaceutical company recently received a call from a patient, the original patient has a heart disease, has been taking self-funded drugs, but recently faced the problem of lack of drugs, the doctor can not prescribe the same drugs, so the patient urgently asked the pharmaceutical company directly.
The drug factory staff, who did not want to be named, revealed that "it is not only this patient, but these patients even set up groups to find out where they can buy drugs, forcing them to call us after they have no way out."
Wang Ming-yuan, deputy spokesman of the All Federation of Pharmacists Association, said: "Last year, the shortage of drugs was the most serious situation since the outbreak of the epidemic, resulting in lack of labor and logistics. Now, with the release of the epidemic, the shortage of drugs has slowed down slightly.
For example, many patients with allergic rhinitis have been short of medicine for four months, Wang says, "Because it contains ephedrine, which is a controlled drug, the FDA only puts two batches of raw materials a year, so it is easy to run out of medicine.
Another reason for the shortage of drugs is the price of health insurance drugs. Due to the price cut, about 36% of the market share of "tears point eye" withdrew from the health insurance market in November last year. The drug used in the past in the health insurance annual consumption of more than 2.3 million bottles, which is equivalent to 190,000 bottles per month. And...
Shen Tsai-ying, a pharmacist, criticized officials for only treating head pain and foot pain. She said that the price of "love tears" health insurance is more expensive, health insurance has not saved money at all, and now even the domestically produced "Wufu" and other artificial tears brands are all out of stock.
Shen Caiying predicts that this wave of artificial tears shortage will continue until at least the Spring Festival.
Since the implementation of the "Drug Expenses Target System" (DET) in 102 years, the National Health Insurance Administration has set the target value of annual drug expenditure to maintain a stable and reasonable range of drug expenses. Under the total payment system, effective control of drug expenditure. Last year, the total drug price was reduced by 8.18 billion yuan, and the price of 5,500 drugs was reduced.
"The price of water and electricity is rising, but the price of health insurance has been cut!"
Shen Caiying pointed out that the price of drugs is constantly being cut, and pharmaceutical companies have no choice but to withdraw from the health insurance market, which has led to a more serious shortage of drugs.
In recent years, the Red Sea has been involved in the conflict between Israel and Hamas, and it has been attacked by Yemeni youth movement organizations, endangering the traffic of commercial ships. Large shipping companies have announced that they will stop sailing in the Red Sea and switch to the Cape of Good Hope in southern Africa, resulting in soaring freight costs. 180% increase.
Wang Ming-yuan laments that the situation at the freight gate will probably be the same as during the epidemic, and that the shortage of medicines will certainly increase, and with the arrival of the Chinese New Year, the public's "stockpiling" mentality will probably trigger a wave of drug snatching.
More CTWANT News
# Lack of medicine # Red Sea crisis # Lack of medicine # Original medicine

The FDA reports that Adderall and liquid amoxicillin are in short supply in the US.

A shortage of chemotherapy drugs like cisplatin and carboplatin has affected cancer patients and clinicians.

Title:

Content: How the Chemotherapy Shortage Is Affecting Frontline Clinicians

— "How are we here in 2023 having some of these discussions?" bemoans gynecologic cancer expert

MedpageToday
  • Emily Hutto is an Associate Video Producer & Editor for MedPage Today. She is based in Manhattan.

In this exclusive Instagram Live clip, Jeremy Faust, MD, editor-in-chief of MedPage Today, and Eleonora Teplinsky, MD, head of Breast and Gynecologic Medical Oncology for Valley-Mount Sinai Comprehensive Cancer Center in Paramus, New Jersey, discuss how the recent shortage of the chemotherapy mainstays cisplatin and carboplatin have impacted cancer patients and frontline clinicians.

The following is a transcript of their remarks:

Faust: Dr. Teplinsky, let me ask you about your side as a frontline clinician in this area. As an ER doctor, I don't type in, "Let's give a patient cisplatin." That's not an order that I put in. So, how long have you been seeing shortages like this that affect your patients?

Teplinsky: I would say around April -- again, talking about this particular shortage with carboplatin and cisplatin -- I think around April we started hearing about it. But it was one of those things, I'll be honest, where you're like, "Oh, this can't possibly happen. This is happening somewhere else. This isn't affecting us."

Then I think NBC ran an article on it. Then for a month nothing happened, and then all of a sudden, I would say in May, it really kind of exploded in the sense that many, [the] majority of cancer centers were either experiencing complete absence of drugs or shortage of drugs. They weren't able to procure it from their suppliers.

That quickly made its way to the patients not being able to get the drug, or having to sit in front of a patient and say, "I have a treatment for you. I don't know if you'll get it. I don't know when you'll get it. I don't know what dose I can give you."

And imagine, you're already facing this life-changing diagnosis, but there are drugs -- you just don't know when you'll get them. I think that we don't talk enough about that emotional toll that takes on patients, because the uncertainty that everyone was facing was really quite tragic.

Faust: When you had that conversation with a patient -- I guess it depends on the kind of cancer, doesn't it? Because there are certain oncologic conditions where we're so fortunate that we have many, many regimens. Maybe this one is a tiny bit better than that one and you're sort of scraping out on your Kaplan-Meier curves, your survival curves, a couple of months here. Are you able to reassure your patients, or does it really depend on the kind of cancer that we're talking about?

Teplinsky: It really depends on the kind of cancer.

I will say that the Society of Gynecologic Oncology really led the way with this because, unlike in other cancers where you can substitute, in gynecologic cancers it's really hard -- you need the platinum drugs. So they led the way. And then ASCO, the American Society of Clinical Oncology, followed and came up with guidelines for clinicians about when you can substitute, what you could substitute. Can we spread out the dosing, so instead of every 3 weeks, can we give it every 4 weeks to make the drug last longer? Can you reduce the dose?

Conversations that, again -- how are we here in 2023 and having some of these discussions? But that's kind of what happened.

The challenge really was: do we have data to substitute? Will you sacrifice the efficacy if you switch from one drug to another? Then as a result, if now everyone is shifting to this drug, do we have supply for the other drugs? So I think [they really were] very difficult discussions. And again, for some disease types we were able to make that switch, but not for all.

Faust: OK. I want to jump over in just a second to some of the policy side, but let me stick with you for one moment just to pursue that point a little further.

I study outcomes, mostly with COVID, but lots of other things too. But when you're making these switches, I know that in pediatric oncology, for example, they're always tweaking and testing and saying, "Let's compare A to B and see how they do." As this is happening, is this just too chaotic for anyone to stop and say, "Well, actually this is a little bit of an unfortunate opportunity to see well, are these biosimilars actually behaving decently comparably?" Or is it just too random for anything to be learned from this?

Teplinsky: Yeah, I think that it would've been great to be able to study, but it was too erratic because everyone was at different points in their treatment cycles. Some people had gotten five cycles and they had one more left. Other people were just starting out. Some of those patients we had to pivot and not do chemotherapy first, for example, and do surgery first where we normally wouldn't. So the circumstances and the situations were each too different to actually look at this in a cohesive way.

I do think that, fortunately, people moved fairly quickly to try to get drugs and try to increase supply. So we were in this bad point for a couple weeks, but it started to recover, but now we're seeing a different shortage of 5-fluorouracil.

I am curious about this from the policy side, but unless we really come up with long-term solutions, the short-term solutions are going to just lead us to another drug shortage in 3 more months for something else.

Faust: You mentioned the word "allocation" and that set off a thought that I wanted to talk about on the clinical side. So Dr. Teplinsky, we know that drugs don't reach every community equally, right? There are certainly "haves" and "have-nots" and the in-between. From the standpoint of oncology, do we sense that when shortages happen, there's a disparity in terms of who's affected?

Teplinsky: Absolutely. I mean, I think we have to keep in mind that the majority of patients are still treated in the community setting.

For this particular shortage, NCCN, the National Comprehensive Cancer Network, did a study of multiple NCCN sites and they found that about 93% were affected by the shortage in some way. What we don't have information on, again, is in terms of exactly which settings were more affected than others.

Understandably, patients, if they are treated in a community site that maybe is not a big center -- that's a small site that purchases a very small amount and didn't stockpile -- those people are going to be predominantly affected. And very often they cannot travel to a bigger site that has more resources if they're in a setting where this is the only site or they are limited by socioeconomic disparities.

Absolutely, this heightens the already ongoing disparities that we see in cancer treatment. Absolutely.

Faust: In terms of how that plays out for your patient population or your colleagues, does this lead to your job being a lot of case management, in a sense? You know the medicine, you know the drugs, but what you need to figure out is who has what and who can go where. Is that really where a lot of resources and your time get spent in your office?

Teplinsky: I mean, that's part of it.

I think the challenge too is that, a couple months ago, no one knew when more drugs would arrive. So a lot of places were also sharing with each other, but they were also hesitant about taking on new patients, right? Because if we can't even provide for our existing patients, what's that going to look like?

But I think the other piece that really is challenging is, if you do have a limited supply, who do you prioritize it to? This was something we saw in COVID also in terms of access to care when the pandemic was at its height. The same thing now: do you give [the drugs] to the person that is going to be cured, hopefully, with this, or someone who needs it for a palliative reason? But how do you make that distinction?

I think those are really challenging questions and really hard decisions for physicians to have to make.

Faust: What do you tell a friend -- not a patient, because a patient's coming to you and you're going to treat them -- if someone says, "Look, I got a biopsy and they're sending me to this oncology center or that one," would you tell them to look into this? You don't want to go down a pathway with a wonderful practice who actually can't treat you, when across the street for reasons that we just discussed a minute ago -- some negotiation or someone got it ahead of a stampede in a panic -- they have the drug.

Would you advise patients who are looking at this landscape to behave any differently than they would've in another environment?

Teplinsky: Absolutely. I mean, I'm a firm believer that patients have to be their best advocate and you have to be your own advocate. I think it's a very appropriate question to say when you're meeting a practice, "I know that my regimen is recommended to have carboplatin," for example, "Can you talk about where your institution or cancer center or hospital is with regards to these shortages?" I think that those are very valid questions.

Part of the things that we say: what should you ask your oncologist? I think in this space and time that we're in, that should be part of the list. Because again, like you said, you don't want to all be set up for treatment to find out that they don't actually have the drug.

I think the challenge is in patients who are not able to do that, who are not able to go somewhere else, and that's really hard.

Faust: Yeah. It's interesting to me, again, I'm an ER doctor, but I work in a pretty fancy magnet hospital. People always come to us for second opinions or for the magic stuff that Dana-Farber [Cancer Institute] might have, as if it's any different.

In some cases, look, we have wonderful experts and we have some experimental treatments that are unavailable everywhere else. But a lot of times when it's straightforward, I kind of feel like we've got a nation of really, really qualified oncologists. You don't need to fly halfway across the country to get first-line treatment. And yet, some people actually would do that. They want that name brand.

But now you could argue that the big-name brands are probably the ones that have the most purchasing power and bargaining power, so all of a sudden it might matter, right?

Teplinsky: Yeah, I think we don't know. And it varies. I mean, some of the biggest cancer centers were actually the ones experiencing some of the bigger shortages.

Faust: Oh, really?

Teplinsky: It was very variable throughout the country, but you could see on Twitter, people were sharing, "Who's got the drug? Who doesn't have the drug?" So it really was very surprising, actually, that this hospital had it, this cancer center didn't, and vice versa.

It's also such a fluctuating state, right? You might have it tomorrow, you might not have it the next week, which is why I think this was so hard for patients because there was no guarantee of when it would come back. I think that really exacerbated all of it as well.

The Society of Gynecologic Oncology and the American Society of Clinical Oncology have provided guidelines for substituting or adjusting treatment regimens during the shortage.

Substituting drugs can be challenging, especially for cancers like gynecologic cancers that rely on platinum drugs.

The shortage has highlighted disparities in cancer treatment, affecting community sites and smaller centers more due to limited resources.

Patients are at risk when there are no alternatives to the affected drugs.

The American Society of Health-System Pharmacists is urging Congress to address medication shortages.

Drug shortages cost facilities at least $359 million annually.

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Omnicell Announces Latest Advancements in Automation, Intelligence, and Technology …

Omnicell Announces Latest Advancements in Automation, Intelligence, and Technology …

Omnicell, Inc. (Nasdaq:OMCL), a leading provider of medication … It is estimated that drug shortages are costing facilities at least $359 million per year in … More than 50,000 institutional and retail pharmacies across North America …
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Nearly 75 per cent of Ontario doctors experienced burnout during pandemic, survey says …

Nearly 75 per cent of Ontario doctors experienced burnout during pandemic, survey says … as COVID-19 was first hitting North America – that saw 66 per cent of respondents report some level of … Dr. Adam Kassam, president of the OMA, said physician burnout has always been a problem, but it’s been …
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Health researchers report funder pressure to suppress results – Nature

These trials, published between 2007 and 2017, were cited in Cochrane reviews, which are considered the ‘gold-standard’ of evidence used to inform …
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Survey: nearly 75 per cent of Ontario doctors experienced burnout during pandemic – Toronto Star

Dr. Carolyn Snider felt a gamut of emotions while working in one of the busiest emergency rooms in Canada during the last 18 months of the …
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Asia-Pacific Over the Counter (OTC) Drugs Market 2021 Segmented by Product, Distribution …

North America currently holds the largest share in the market, due to the increasing expenditure in healthcare. Inclination of Pharmaceutical Companies …
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Published inSubstance Abuse

Over 50,000 North American pharmacies are affected by drug shortages.

Technology, like automation and intelligence, can help prevent and respond to medication shortages, as seen in Omnicell's advancements.

Title:

Content: Skip to content

Omnicell Announces Latest Advancements in Automation, Intelligence, and Technology …

Omnicell Announces Latest Advancements in Automation, Intelligence, and Technology …

Omnicell, Inc. (Nasdaq:OMCL), a leading provider of medication … It is estimated that drug shortages are costing facilities at least $359 million per year in … More than 50,000 institutional and retail pharmacies across North America …
See all stories on this topic

Nearly 75 per cent of Ontario doctors experienced burnout during pandemic, survey says …

Nearly 75 per cent of Ontario doctors experienced burnout during pandemic, survey says … as COVID-19 was first hitting North America – that saw 66 per cent of respondents report some level of … Dr. Adam Kassam, president of the OMA, said physician burnout has always been a problem, but it’s been …
See all stories on this topic

Health researchers report funder pressure to suppress results – Nature

These trials, published between 2007 and 2017, were cited in Cochrane reviews, which are considered the ‘gold-standard’ of evidence used to inform …
See all stories on this topic

Survey: nearly 75 per cent of Ontario doctors experienced burnout during pandemic – Toronto Star

Dr. Carolyn Snider felt a gamut of emotions while working in one of the busiest emergency rooms in Canada during the last 18 months of the …
See all stories on this topic

Asia-Pacific Over the Counter (OTC) Drugs Market 2021 Segmented by Product, Distribution …

North America currently holds the largest share in the market, due to the increasing expenditure in healthcare. Inclination of Pharmaceutical Companies …
See all stories on this topic

Published inSubstance Abuse

The global healthcare sector is projected to face an 18 million worker shortage by 2035, according to the WHO.

Title:

Content: Global Healthcare Facing Severe Workforce Shortage by 2035

TL;DR Breakdown

  • Global healthcare is in a crisis, with a projected shortage of 18 million workers by 2035.
  • Digital health integration and AI are vital solutions to enhance patient care and address biases.
  • Connectivity and shared learning are key to bridging healthcare gaps and improving the system.

Healthcare systems worldwide face complex challenges, including an aging population, disparities in healthcare access, and a scarcity of healthcare professionals. Alarming projections from the World Health Organization (WHO) estimate a severe shortfall of 18 million healthcare workers by 2035, further exacerbated by the recent pandemic.

During a recent keynote session titled “Health that Connect, Tech that Cares,” Hal Wolf, HIMSS President and CEO, advocated for a proactive approach. He suggested that integrating digital health seamlessly into healthcare facilities is a promising solution. This involves deploying advanced technologies and providing comprehensive training to the workforce.

The crucial role of AI in personalized care

Central to this strategy is the adoption of artificial intelligence (AI) to deliver personalized care more efficiently. Hospitals have now harnessed predictive modeling capabilities, enabling care teams to prioritize cases and redirect time from manual patient testing to direct patient care. Wolf emphasizes recognizing AI as a valuable tool in the healthcare toolkit.

Wolf further emphasizes that a clear vision must guide any development of AI applications. It is crucial to identify and rectify biases that might inadvertently affect AI applications. Additionally, the accuracy and integrity of healthcare data, particularly in electronic medical records (EMRs) and data structures, are paramount for informed decision-making.

Robust connectivity is another critical factor to consider. This entails ensuring that care teams can access essential tools and applications anywhere. Notably, initiatives like Indonesia’s plan to introduce satellite connectivity for rural community health centers are helping bridge healthcare disparities in underserved communities.

Hal Wolf concludes by urging participants to openly share their experiences and insights gained during their digital transformation journeys. This collaborative approach, encompassing successes and challenges, is essential for continuously improving healthcare systems.

An impending global healthcare crisis

The global healthcare sector is on the brink of a severe crisis. Challenges, including a rapidly aging population, persistent healthcare disparities, and a widening workforce gap, have created a daunting scenario. The WHO’s prediction of an 18 million health worker shortage by 2035 is a stark warning for all stakeholders.

Digital health integration

To mitigate this impending crisis, experts recommend a multifaceted approach. At the forefront is the seamless integration of digital health into healthcare facilities. This transformation involves incorporating technology as an integral part of healthcare infrastructure and investing in workforce training to harness its full potential.

The role of artificial intelligence (AI) in healthcare is paramount. With predictive modeling capabilities, hospitals can streamline patient care by prioritizing cases efficiently. However, it is essential to view AI as a valuable tool with limitations, as Hal Wolf emphasized.

Developing AI applications requires a clear vision and a commitment to addressing biases that may inadvertently affect algorithms. Furthermore, maintaining and improving the integrity of electronic medical records (EMRs) and data structures is crucial to ensure reliable decision-making.

Efforts to bridge healthcare gaps extend to ensuring robust connectivity. Initiatives like Indonesia’s plan to introduce satellite connectivity for rural community health centers exemplify the commitment to ensuring healthcare resources are accessible, even in underserved areas.

Learning from experience

Sharing lessons learned becomes paramount as healthcare organizations embark on digital transformation journeys. Hal Wolf’s call to openly discuss both successes and challenges fosters an environment of collective growth.

The global healthcare sector faces an imminent workforce crisis that necessitates immediate action. The integration of digital health, AI-driven personalized care, bias mitigation, data integrity assurance, and robust connectivity are crucial steps to address these challenges. Collaboration, open dialogue, and shared experiences will be pivotal as healthcare systems prepare for the impending workforce shortfall worldwide.

Disclaimer. The information provided is not trading advice. Cryptopolitan.com holds no liability for any investments made based on the information provided on this page. We strongly recommend independent research and/or consultation with a qualified professional before making any investment decisions.

Digital health integration and AI enhance patient care and address healthcare biases.

Integrating digital health into healthcare facilities requires advanced technologies and workforce training.

Predictive analytics and supply chain management can help prevent activities like price gouging and hoarding that worsen medication shortages.

Predictive analytics and supply chain management can help prevent activities like price gouging and hoarding that worsen medication shortages.

AI technology can help hospitals purchase the right quantity of medical supplies at the right time with precise stock projections.

Automation in inventory management helps hospitals cut costs by saving on Total Cost of Operations (TCO).

AI integration in hospital inventory management provides precise stock projections, reducing expenses and increasing efficiency.