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European Pharmaceutical Contractor

A Winning Prescription for Drug Development Outsourcing

In today's ultra-demanding industry environment, contract research organisations (CROs) and biopharmaceutical companies face a critical choice - collaborate or stagnate. To continue to be successful, we must get medical innovation to market more quickly than ever before. I believe that the key to expediting drug development is for CROs and sponsors to work together in true strategic partnerships. Given the many serious issues facing us, collaboration is no longer a choice - it is a business imperative. But to make real progress, we must challenge the status quo, face some brutal facts about how we have worked together in the past and change the current reality by embracing a shared set of values.

Never has our industry faced such a harsh and, at times, openly hostile business environment. We continue to be under attack, in the press and by the public, for producing medical therapies that are too expensive. Frustrating headlines have become part of our daily reading, and most of the news coverage is not balanced. Even in the small print, industry critics rarely explore the real drivers of the escalating cost of drug development, nor do they explain the value of medical innovation from a health or a cost perspective.


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By Joseph L Herring, President and Chief Operating Officer at Covance Inc

Joseph L Herring is President and Chief Operating Officer for Covance. He has operating responsibility for all Covance's business units worldwide, including early development, clinical development, central labs and commercialisation services. He is also a member of the company's Board of Directors. Prior to joining Covance in 1996, Mr Herring worked in the American Hospital Supply/Baxter/Caremark organisation for 18 years, serving in positions including Vice President/General Manager of the Oncology Services Division, Area Vice President, and Vice President of Marketing.

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Joseph L Herring
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Industry Events

4th Annual Patient Recruitment and Retention in Clinical Trials

13-15 October 2008, Amsterdam

Patient recruitment is now consuming thirty percent of clinical trial time - more time than any other clinical trial activity - and almost half of all trial delays result from patient recruitment problems. As the recruiting culture becomes more sophisticated and the forces affecting patient enrollment grow more numerous and complex, pharmaceutical companies are striving to discover new strategies to facilitate enrollment in clinical trials. With increasing industry pressure to develop, test and market greater numbers of new drugs faster, pharmaceutical companies need to perform clinical trials as quickly as possible. Inefficient patient recruitment processes is a formidable barrier to pharmaceutical companies' success in launching new products. Improving the patient recruitment process is imperative to avoid wasted investments and eliminate costly delays in bringing new drugs to market -- today and even more so in the not-so-distant future. Improved patient recruitment presents one of the largest opportunities for pharmaceutical companies to eliminate delays in clinical trials, thereby making it possible to reduce time to market.  With patent time limits and large overheads meaning that any delays in the development timeline can be disastrous, a good understanding of how to successfully recruit patients for trials is vital for any company looking to succeed.
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