EDITOR'S NOTE
LSL
LIFESCIENCELEADER.COM THE CMO LEADERSHIP AWARDS 2016
4
an Outsourcing Pharma Conference during
the year, the CEO of a CMO said, "I've been
astonished at the use of the word 'partner'
more recently; sponsors actually mean it."
Another CEO put it this way: "We're reaching
an interesting point where the service-
provider industry needs to make a decision:
Are we going to lead?"
Moving to this year's CMO Leadership
Awards, and this supplement to Life Science
Leader , we've listened carefully to both sides
of the sponsor-provider dialogue. For the
first time, we've partnered with Industry
Standard Research (ISR) to home in on the
specific attributes the bio and pharma indus-
tries value in their CMOs: quality, reliability,
capabilities, expertise, and compatibility.
We've also taken into account that while
all sponsors look for these qualities in some
manner and degree, your needs and approach
vary more than ever. To capture this, we've
broken down the awards into the sponsor
categories of: Big Pharma, Small Pharma, or
Overall (combined Big and Small Pharma).
There's more. We've also made an adjust-
ment from perception-based metrics to
experiential data, ensuring our results are
truly aligned with direct sponsor experience.
This year, award recipients can see more
clearly reflected in their crystalline awards
words like "partner" and "leader."
Is there an overriding focus in outsourcing
in 2016? If I had to pick one, I'd go back to a
fundamental activity: project management.
More outsourcing , more complicated
products and processes, wider global and
multivendor partnerships, and extended
supply chains all call for elevated and
enlightened project management. One of our
articles in this issue (p. 28) dives into this
subject. (Spoiler alert: we draw an unexpected
conclusion.) I hope you'll enjoy all the articles
within, as well as reading the lists of who's
the best of the best in our industry. I'd
also like to send out a special thank-you to
Janssen's Remo Colarusso for working with
me on the feature article. l
hat do biotechnology and
pharmaceutical sponsors
want most from their
contract development and
manufacturing ser vice providers? Today
that answer might be summed up as: "White-
and Blue-Collar Leadership." Allow me to
explain.
During last year's CMO Leadership Awards
ceremony, I thought the following: "Despite
the vast industry experience and brainpower
of the scientists, engineers, managers, and
executives in this ballroom, the service
providers gathered here represent the real
blue-collar workforce of the biopharma
industry " — blue collar in every positive
connotation of the term.
As I explained in a subsequent article,
these are the hard-working men and women,
often unbeknownst and unacclaimed, who
wake up each day around the globe to keep
projects and materials flowing and provide
the services and solutions the rest of the
industry – and patients ultimately – count on.
Along with the great men and women at their
sponsors' facilities, these are the people who
help put the "make" in "making drugs."
As the year progressed, though, we increas-
ingly heard biotech and pharma sponsors talk
about obtaining a higher level of strategic
leadership from their service providers and
suppliers. CMOs should now feel confident,
sponsors are saying, and add "white-collar"
leadership to overall relationships, as well
as guidance for specific projects. In fact, at
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White- And Blue-Collar Leadership
In Pharma Outsourcing
M A R CH 2 01 6 CM O S U PPLE M E NT
L O U I S G A R G U I L O Executive Editor
W