Developing biotechnology company's future positioning strategy in prefilled syringe market
Author(s)Lee, Joonhaeng, S.M. Massachusetts Institute of Technology
Leaders for Global Operations Program.
Daniel Whitney and Donald Rosenfield.
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The primary goal for the thesis is to develop a recommendation for Amgen's future prefilled syringe strategy related to its drug process development, supplier relationship management plan, supply and sourcing, and procurement. The goal is achieved 1) by analyzing the historic growth drivers in the market and current market trends including changes and challenges, 2) by developing an analytical tool to understand complicated market dynamics between suppliers and buyers, 3) by developing a few future scenarios on how the market will evolve based on former analyses and models and 4) by developing and finalizing a recommendation for Amgen's future strategy. The prefilled syringe market is uniquely interesting for several reasons: 1) the prefilled syringe is an important primary drug container to both biotechnology and pharmaceutical companies, 2) there has been only one dominant supplier in the US, 3) biotech has been challenged with quality issues related to prefilled syringes and required the highest quality standards of syringe suppliers, 4) biotech's stringent quality standards and relatively low volume, compared with other big therapeutic classes such as anti-coagulants (heparins) and vaccines, can make it less attractive for the suppliers to align to biotech's needs, 5) new launch of advanced auto-injection device requires even higher prefilled syringe quality standards, and 6) the market is reshaping rapidly these days. First, the thesis analyzes the prefilled syringe market's history, major growth drivers, key suppliers and buyers, and market dynamics featuring key players. Secondly, it turns to discuss the challenges and issues Amgen has faced with these days and the backgrounds. Thirdly, it develops recommendations regarding Amgen's decisions on single versus multi sourcing, supplier selection, and supplier relationship structures. Lastly, it should be noted that all views, opinions, and assertions made in this thesis are those of the author alone, not of Amgen.
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2010.Cataloged from PDF version of thesis.Includes bibliographical references (p. 69-70).
DepartmentLeaders for Global Operations Program at MIT; Massachusetts Institute of Technology. Department of Mechanical Engineering; Sloan School of Management
Massachusetts Institute of Technology
Sloan School of Management., Mechanical Engineering., Leaders for Global Operations Program.