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市場調查報告書

生物製藥代工:最佳業務實踐和價格設定分析 (2016年)

Biopharmaceutical Contract Manufacturing: Best Practices Pricing Study 2019

出版商 HighTech Business Decisions 商品編碼 206945
出版日期 內容資訊 英文 300+ Pages; 220+ Charts & Tables
商品交期: 最快1-2個工作天內
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生物製藥代工:最佳業務實踐和價格設定分析 (2016年) Biopharmaceutical Contract Manufacturing: Best Practices Pricing Study 2019
出版日期: 2019年08月31日內容資訊: 英文 300+ Pages; 220+ Charts & Tables
簡介

本報告提供生物製藥代工的慣例及價格趨勢調查,提供您哺乳類細胞培養,微生物培養,其他服務的收費系統,實際的價格變化與預測,定購者的外包策略和承包商的選擇相關考察,承包商的產業策略,定購者·承包者的兩方的契約慣例·喜好,並彙整契約的改善·最佳業務實踐等相關考察資料。

第1章 摘要整理

第2章 調查方法·定義·簡稱

第3章 產業價格趨勢

  • 簡介
    • 核准·已上市生物醫藥品
    • 臨床試驗中的生物醫藥品
    • 核准商業生產用的CMO工廠所製造的產品
  • 產業價格趨勢
    • 近幾年產業價格的轉變
    • CMO今後的藥價設定變更
    • 價格大幅變動的服務
    • 製造成本的因素
  • 利益幅度
    • 承包商的毛利目標

第4章 外包策略和承包商的選擇

  • 外包策略
    • 製造預算:公司內部 vs 外包
    • 外包預算:製程發展 vs 製造
    • 用戶的外包策略
    • 用戶的外包策略未來變化
  • 承包商的關係性
    • 用戶的目前承包商
    • 新·其他承包商相關計劃
  • 承包商的選擇
    • 與承包商的初期接觸
    • 為了計劃提案而接觸的CMO數
    • CMO選擇的決策者
    • 決策流程中價格的重要性
    • 哺乳類細胞株開發的外包
    • CMO期待的技術支援
    • 跟CMO共同工作的機會
    • 低基礎價格與高成功報酬相關考察
  • 承包商的定位
    • 地理地位影響CMO的選擇
    • 亞洲為準的CMO檢驗
    • 中國市場上中國CMO的利用
  • 技術·服務趨勢
    • 利用獨家表現系統
    • 對獨家表現系統的偏好之付款模式
    • engineering run對GMP製造價格算入
    • 產品系列的變化·必要的新技術

第5章 承包商的產業策略和客戶類型

  • 產業策略
  • 基本客群
  • 技術·服務趨勢

第6章 委託契約:期待/喜好

  • 定價模式:用戶的期待
  • 承包商的價格設定慣例和偏好

第7章 支付完成價格和價格的轉變

  • 製程發展價格
  • FTE比率
  • 承包商的定價模式
  • 承包商的比率:短期 vs 長期
  • 每價格:批次式·周·克
  • 每特別分析:克的價格比較
  • 每特別分析:批次式·周·公升的價格
  • 補充服務的一般價格

第8章 承包契約的改善·最後考察

  • 製造契約談判
  • 對用戶的展望:問題的準備
  • 對承包商的展望:問題的準備
  • 最後考察

本網頁內容可能與最新版本有所差異。詳細情況請與我們聯繫。

目錄

‘Biopharmaceutical Contract Manufacturing: Best Practices Pricing Study 2019 ’ provides an analysis of the biopharmaceutical contract manufacturing market's best practices in pricing and contract agreements. The research was specifically designed to understand price structures and actual prices, payment terms, and contractual agreements. In-depth data collected from both pharmaceutical and biotechnology company respondents as well as contract manufacturing organizations allowed for an objective analysis of individual pricing practices while respondent names remain anonymous.

We thank the 37 respondents from pharmaceutical, biotechnology, and contract manufacturing companies who took the time to share their insights, opinions, and pricing practices with us. We thank our sponsoring companies, who supported this project with their ideas, suggested topics, and funding for this project.

Table of Contents

Chapter 1: EXECUTIVE SUMMARY

  • 1.1. Introduction
  • 1.2. Participants' Locations
  • 1.3. Industry Pricing Trends
    • 1.3.1. Recent Industry Pricing Changes
    • 1.3.2. Expected Price Change over the Next Two Years
  • 1.4. Outsourcing Strategies and Contractor Selection
    • 1.4.1. Significance of Price in Contractor Selection
    • 1.4.2. Important Attributes Sought in Long-Term Client-CMO Relationship
    • 1.4.3. Benefit- or Risk-Sharing Agreements
    • 1.4.4. Capital Equipment Arrangements
  • 1.5. Contractors' Business Strategies and Customer Types
    • 1.5.1. Tier Pricing for Strategic Customers
    • 1.5.2. Annual Price Adjustment Policies
    • 1.5.3. Small-Scale Commercialization Trends
    • 1.5.4. Key Factors Affecting Manufacturing Costs
  • 1.6. Contract Agreement: Expectations and Preferences
    • 1.6.1. Users' Preferred Pricing Models
    • 1.6.2. Users' Preferred Payment Terms for Proprietary Cell Line
    • 1.6.3. Contractors' Rescheduling Incentives
  • 1.7. Prices Paid and Prices Charged
    • 1.7.1. Contractors' Pricing Models
    • 1.7.2. Per-Batch Prices: Mammalian and Microbial
    • 1.7.3. Price Per-Gram Analysis: 2019 Versus 2016
  • 1.8. Improving Contract Agreements and Solving Problems
    • 1.8.1. Users' Perspective: Unacceptable Contract Terms
    • 1.8.2. The Effect of Large Capacity Additions
    • 1.8.3. Commoditization of Biopharmaceutical Manufacturing
    • 1.8.4. Users' Final Observations

Chapter 2: METHODOLOGY, DEFINITIONS AND ACRONYMS

  • 2.1. Research Objectives
  • 2.2. Research Methodology
  • 2.3. Definition of Biopharmaceutical Manufacturing
  • 2.4. Box-and-Whiskers Plot Definition
  • 2.5. Acronyms

Chapter 3: INDUSTRY PRICING TRENDS

  • 3.1. Introduction
    • 3.1.1. Participants' Locations and Job Titles
    • 3.1.2. Approved Biopharmaceutical Products on Market
    • 3.1.3. Number of Biopharmaceuticals in Clinical Trials
  • 3.2. Industry Pricing Trends
    • 3.2.1. Recent Industry Price Changes
    • 3.2.2. Services with the Greatest Price Change
    • 3.2.3. Contractor Average Annual Price Increase: Past Five Years
    • 3.2.4. Expected Price Changes over the Next Two Years
  • 3.3. Estimates: Profit Margins
    • 3.3.1. Contractors' Target Gross Profit Margins

Chapter 4: OUTSOURCING STRATEGIES/CONTRACTOR SELECTION

  • 4.1. Outsourcing Strategies
    • 4.1.1. Manufacturing Budgets: In-House versus Outsourced
    • 4.1.2. Outsourcing Budgets: Process Development versus Manufacturing
    • 4.1.3. Users' Outsourcing Strategies
    • 4.1.4. Users' Regional Supply Strategy
    • 4.1.5. Users' Current Contractors
    • 4.1.6. Major Concerns with CMOs
  • 4.2. Engaging and Selecting a Contractor
    • 4.2.1. Top CMO Selection Criteria
    • 4.2.2. Stage and Trigger of Initial CMO Contact
    • 4.2.3. Timing of RFP Bid
    • 4.2.4. RFP to Technology Transfer Timeline
    • 4.2.5. Number of CMOs Contacted for Project Proposals
    • 4.2.6. RFP Review Process
    • 4.2.7. Final Contract Negotiation
    • 4.2.8. Decision Maker for CMO Selection
    • 4.2.9. Significance of Price in CMO Selection
    • 4.2.10. Important Attributes Sought in Long-Term Client-CMO Relationship
  • 4.3. CMO Location
    • 4.3.1. Geographic Location's Effect on CMO Selection for Process Development
    • 4.3.2. Consideration of Western-CMO in China to Target Chinese Market
    • 4.3.3. Interest in Using Non-Western-CMO in APAC Region to Target EU/US Market
  • 4.4. Technology and Service Trends
    • 4.4.1. Value of One-Stop-Shop CMO
    • 4.4.2. Benefit- or Risk-Sharing Agreements
    • 4.4.3. Capital Equipment Arrangements
    • 4.4.4. Capacity Shift to SUBs for Small-Scale Production

Chapter 5: CONTRACTORS' BUSINESS STRATEGIES/CUSTOMER TYPES

  • 5.1. Business Strategies
    • 5.1.1. Contractors' Focus or Business Strategy
    • 5.1.2. Tier Pricing for Strategic Clients
    • 5.1.3. Annual Price Adjustment Policies
    • 5.1.4. Client Interest in One-Stop-Shop
    • 5.1.5. One-Stop-Shop Contracts in Effect
    • 5.1.6. Leveraging Process Analytical Development Team with Prospective Clients
  • 5.2. Customer Base
    • 5.2.1. Fee-for-Service versus Partnership Contracts
    • 5.2.2. Domestic versus Export Clients
    • 5.2.3. Contractors' Client Segments
  • 5.3. Technology and Service Trends
    • 5.3.1. Small-Scale Commercialization Trends
    • 5.3.2. Volume Shift for Microbial Fermentation
    • 5.3.3. Key Factors Affecting Manufacturing Costs

Chapter 6: CONTRACT AGREEMENT: EXPECTATIONS/PREFERENCES

  • 6.1. Users' Expectations of Pricing Models
    • 6.1.1. Expectations of Core Charges: Users versus Contractors
    • 6.1.2. Preferred Pricing Models
    • 6.1.3. Preferred Pricing Structure for API
    • 6.1.4. Preferred Pricing Model for Commercial Supply
    • 6.1.5. Preferred Payment Terms for Proprietary Cell Line
    • 6.1.6. Services Users Will Pay a Premium for Speed or Early Capacity
    • 6.1.7. CMO-Purchased Material Markup
  • 6.2. Contractors' Pricing Practices and Preferences
    • 6.2.1. Premium Paid by Clients for Early Capacity Availability
    • 6.2.2. Client Capital Equipment Investment
    • 6.2.3. Rescheduling Incentives
    • 6.2.4. Typical Cell- or Gene-Therapy Contract Terms
    • 6.2.5. Dedicated Suite Pricing Model
    • 6.2.6. Typical Dedicated Suite Reservation Fees

Chapter 7: PRICES PAID AND PRICES CHARGED

  • 7.1. Hourly Rates
  • 7.2. Contractors' Pricing Models
  • 7.3. Contractor and User Production Prices
    • 7.3.1. GMP Production Batches
    • 7.3.2. Per-Batch Pricing: Contractor versus User Averages
    • 7.3.3. Per-Batch Pricing: Contractor and User Distributions
    • 7.3.4. GMP Batch Pricing: Stainless Steel versus Single-Use Bioreactor
    • 7.3.5. GMP Batch Pricing: Microbial Refolding
    • 7.3.6. Contractors' GMP Batch Pricing: Multiple Batch Discounts
  • 7.4. Price Per-Gram: 2019 versus 2016
  • 7.5. Raw Material and Other Service Charges
    • 7.5.1. Raw Materials and Consumables Cost
    • 7.5.2. Typical Charges for Other Mammalian Cell Culture Services
    • 7.5.3. Typical Charges for Other Microbial Fermentation Services
  • 7.6. Viral Vector Therapy Pricing

Chapter 8: IMPROVING CONTRACT AGREEMENTS AND FINAL OBSERVATIONS

  • 8.1. Users' Contract Agreements
    • 8.1.1. Users' Perspective: Unacceptable Contract Terms
    • 8.1.2. Users' Opinions on Reasonable Cancellation Fees
  • 8.2. Contractors' Contract and Operational Changes
    • 8.2.1. Typical RFP Timelines
    • 8.2.2. RFP Response: Rough Estimate versus Detailed Proposal
    • 8.2.3. Down Payment at Contract Signing
    • 8.2.4. Contractors' Reservation Fees for GMP Runs
    • 8.2.5. Contractors' Cancellation Fees for GMP Runs
    • 8.2.6. Unutilized Reserved Capacity
    • 8.2.7. Pass-Through Cost Estimates
    • 8.2.8. Itemizing Pass-Through Costs
    • 8.2.9. Markup on Pass-Through Items
  • 8.3. Future Observations
    • 8.3.1. The Effect of Large Production Capacity Additions
    • 8.3.2. Commoditization of Biopharmaceutical Manufacturing
    • 8.3.3. Venture Capital Funding Shift to Novel Products
    • 8.3.4. Contractors' Areas of Future Growth
    • 8.3.5. Users' Perspective: Other Observations
    • 8.3.6. Contractors' Perspective: Other Observations

LIST OF TABLES

Chapter 1

  • 1.3-1: Expected Annual Price Changes by Respondent Group
  • 1.4-1: Other Important Factors in Decision-Making Process
  • 1.4-2: Important Attributes for a Long-Term or Commercial Relationship
  • 1.5-1: Tier Pricing Offering by CMO Segment
  • 1.5-2: Factors Affecting Manufacturing Costs
  • 1.6-1: Pricing Model Usage Frequency by Percentage of Users
  • 1.6-2: Preferred Pricing Model by Project Phase
  • 1.6-3: Proprietary Cell Line Payment Preferences
  • 1.7-1: Contractor' Preferred Pricing Models by Project Phase
  • 1.8-1: Unacceptable Contract Terms
  • 1.8-2: Effect of Increased Capacity on Pricing
  • 1.8-3: Other Effects of Increased Capacity
  • 1.8-4: Areas of Commoditization
  • 1.8-5: Barriers to Commoditization
  • 1.8-6: Additional User Observations about Pricing and Contract Agreements

Chapter 2

  • 2.2-1: Market Research Steps
  • 2.5-1: Acronyms

Chapter 3

  • 3.1-1: Titles of Respondents Listed Alphabetically
  • 3.2-1: Changing Prices
  • 3.2-2: Products or Services with Greatest Price Change
  • 3.2-3: Five-Year Average Annual Price Increases by CMO Segment
  • 3.2-4: Expected Annual Price Changes by Respondent Group
  • 3.3-1: Contractors' Target Gross Profit Margins

Chapter 4

  • 4.1-1: Regional Supply Strategies
  • 4.1-2: Contract Manufacturers Used by Respondents
  • 4.1-3: Concerns with Drug Product Manufacturing
  • 4.2-1: Essential Characteristics for Choosing a CMO-Clinical
  • 4.2-2: Essential Characteristics for Choosing a CMO-Commercial
  • 4.2-3: Triggers for Outreach to a CMO
  • 4.2-4: RFP to Technology Transfer Timelines
  • 4.2-5: Criteria Used for Ranking
  • 4.2-6: Management Level for CMO Selection
  • 4.2-7: Change in Decision Maker for CMO Selection as Project Progresses
  • 4.2-8: Other Important Factors in Decision-Making Process
  • 4.2-9: Important Attributes for a Long-Term or Commercial Relationship

Chapter 4

  • 4.3-1: Use of Western-CMO in China by User Segment
  • 4.3-2: Use of Non-Western-CMO in APAC Region by User Segment
  • 4.3-3: Acceptable Countries for Non-Western-CMO Consideration
  • 4.3-4: Reasons for Not Considering a Non-Western-CMO in APAC Region
  • 4.4-1: Value of One-Stop-Shop CMO by User Segment
  • 4.4-2: Advantages and Disadvantages of Using a One-Stop-Shop CMO

Chapter 5

  • 5.1-1: Tier Pricing Offering by Contractor Segment
  • 5.1-2: Client One-Stop-Shop Interest by Contractor Segment
  • 5.1-3: Ways to Leverage Process Analytical Development Team
  • 5.2-1: Client Mix: Fee-for-Service versus Partnership Contracts
  • 5.2-2: Contractors' Client Base by Segment
  • 5.3-1: Factors Affecting Manufacturing Costs

Chapter 6

  • 6.1-1: Pricing Model Usage Frequency by Percentage of Users
  • 6.1-2: Preferred Pricing Model by Project Phase
  • 6.1-3: Proprietary Cell Line Payment Preferences
  • 6.1-4: Premiums for Shorter Timelines
  • 6.1-5: Pass-Through Costs Payment Terms
  • 6.2-1: Contractors' Opinions on Quick-Turn Premiums
  • 6.2-2: Examples of Cell- or Gene-Therapy Contract Terms
  • 6.2-3: Suite Time Fee Variables
  • 6.2-4: Dedicated Suite Reservation Fee

Chapter 7

  • 7.1-1: Average Hourly Rates
  • 7.1-2: Hourly Rate with Highest Percentage Mentions by Activity
  • 7.2-1: Contractors' Preferred Pricing Models by Project Phase
  • 7.3-1: Average Number of Batches per Project by Tank Size
  • 7.4-1: Number of Users' Products Included in the Analysis
  • 7.5-1: Pass-Through Consumable and Raw Material Prices Paid
  • 7.5-2: Prices Paid or Charged for Additional Services: Mammalian Cell Culture
  • 7.5-3: Prices Paid or Charged for Additional Services: Microbial Fermentation

Chapter 8

  • 8.1-1: Unacceptable Contract Terms
  • 8.1-2: Users: Reasonable Cancellation Fees
  • 8.2-1: RFP Timelines
  • 8.2-2: Contractors: Cancellation Fees
  • 8.2-3: Itemizing Pass-Through Costs by CMO Segments
  • 8.2-4: Pass-Through Cost Items Subject to Markup
  • 8.3-1: Effect of Increased Capacity on Pricing
  • 8.3-2: Other Effects of Increased Capacity
  • 8.3-3: Areas of Commoditization
  • 8.3-4: Barriers to Commoditization
  • 8.3-5: Product Categories Receiving VC Funding
  • 8.3-6: VC Funding Effects on Contract Manufacturing
  • 8.3-7: Contractors Future Areas of Growth and Development
  • 8.3-8: Additional User Observations about Pricing and Contract Agreements
  • 8.3-9: Additional Contractor Observations

LIST OF FIGURES

Chapter 1

  • 1.2-A: Location of Study Participants
  • 1.3-A: Past Two Years Price Change Observations
  • 1.3-B: Expected Annual Price Increases
  • 1.3-C: Price Changes by Service Segment over the Next Two Years
  • 1.4-A: Importance of Price in CMO Selection
  • 1.4-B: Importance of Price for Commercial Supply
  • 1.4-C: Benefit- or Risk-Sharing Arrangement
  • 1.4-D: Willingness to Pay for Capital Equipment at CMO
  • 1.4-E: Reasons for Users Installing Capital Equipment at CMOs
  • 1.4-F: Stipulated Conditions of Capital Purchase
  • 1.5-A: Tier Pricing Offering
  • 1.5-B: Contract Inflation Provisions
  • 1.5-C: Commercialization at Smaller Scales
  • 1.5-D: Relative Margins by Scale
  • 1.5-E: Managing Cost Factors
  • 1.6-A: Pricing Model Usage Frequency by Number of Users
  • 1.6-B: Users' Preferred Pricing Model by Project Phase
  • 1.6-C: Proprietary Cell Line Preferred Payment Terms
  • 1.6-D: Proprietary Cell Line Preferred Payment Terms by User Segment
  • 1.6-E: Incentive Availability for Client Rescheduling
  • 1.7-A: Contractors: Pricing Models Based on Mix of Contracts
  • 1.7-B: Contractors' Preferred Pricing Models by Project Phase
  • 1.7-C: Per-Batch Pricing: Average Prices Charged and Paid: Mammalian
  • 1.7-D: Per-Batch Pricing: Average Prices Charged and Paid: Microbial
  • 1.7-E: Per-Gram Pricing: Fee Per Gram by Project Volumes: Mammalian
  • 1.7-F: Per-Gram Pricing: Fee Per Gram by Project Volumes: Microbial
  • 1.8-A: Effect of Expected Capacity Increase on Pricing
  • 1.8-B: Commoditization in the Biopharmaceutical Manufacturing Industry

Chapter 2

  • 2.4-A: Explanation of Box-and-Whiskers Plot

Chapter 3

  • 3.1-A: Location of Study Participants
  • 3.1-B: Respondents with Biopharmaceutical Products on the Market
  • 3.1-C: Respondents with Biopharmaceuticals in Clinical Trials
  • 3.1-D: Number of Biopharmaceuticals in Clinical Trials
  • 3.2-A: Past Two Years Price Change Observations
  • 3.2-B: Distribution of Five-Year Annual Price Increases
  • 3.2-C: Expected Annual Price Increases (Users and Contractors)
  • 3.2-D: Price Changes by Service Segment over the Next Two Years
  • 3.3-A: Contractors' Target Gross Profit Margins by Phase: 2019 and 2022

Chapter 4

  • 4.1-A: Outsource versus In-House Manufacturing
  • 4.1-B: Manufacturing Budgets: Outsourced versus In-House
  • 4.1-C: Percentage of Budget Spent on Outsourcing
  • 4.1-D: Change in Proportion of Manufacturing Budget for Outsourced Production
  • 4.1-E: Outsourcing Budgets: Process Development versus Manufacturing
  • 4.1-F: Level of Outsource Spending for Process Development and Manufacturing
  • 4.1-G: Change in Outsourcing Spending for Process Development and Manufacturing
  • 4.1-H: Summary of Outsourcing Strategies
  • 4.1-I: Regional Supply Strategy
  • 4.2-A: Initial Contact with CMO
  • 4.2-B: Average Time RFP Sent in Advance of GMP Material Requirements
  • 4.2-C: Examples of RFP Timelines
  • 4.2-D: Number of CMOs that Users Seek Proposals From
  • 4.2-E: General Process Used to Review Proposals
  • 4.2-F: Number of CMOs in Final Contract Negotiation
  • 4.2-G: Change in Decision Maker for CMO Selection as Project Progresses
  • 4.2-H: Importance of Price in CMO Selection
  • 4.2-I: Importance of Price for Commercial Supply
  • 4.3-A: Effect of Geographic Location on CMO Selection
  • 4.3-B: Reasons for Proximity Importance
  • 4.3-C: Use of Western-CMO in China to Target Chinese Market
  • 4.3-D: Price Expectation: Western CMO in China versus Western-Region CMO
  • 4.3-E: Price Expectation: Western CMO in China versus Local Chinese CMO
  • 4.3-F: Using Non-Western-CMO in APAC Region to Target EU/US Market
  • 4.3-G: Price Expectation: Non-Western-CMO in APAC vs. Western-Region CMO
  • 4.4-A: Value of One-Stop-Shop CMO
  • 4.4-B: Benefit- or Risk-Sharing Arrangement
  • 4.4-C: Willingness to Pay for Capital Equipment at CMO
  • 4.4-D: Reasons for Users Installing Capital Equipment at CMOs
  • 4.4-E: Stipulated Conditions of Capital Purchase
  • 4.4-F: Capacity Shift to SUBs for Small-Scale Production
  • 4.4-G: Price Difference: Disposables versus Stainless Steel Bioreactors

Chapter 5

  • 5.1-A: Phase-Based Business Focus
  • 5.1-B: Tier Pricing Offering
  • 5.1-C: Contract Inflation Provisions
  • 5.1-D: Clients' Interest in One-Stop-Shop
  • 5.1-E: One-Stop-Shop Contract Practices
  • 5.1-F: Using Process Analytical Development Team to Win Clients
  • 5.2-A: Fee-for-Service versus Partnership Contracts
  • 5.2-B: Percentage of Domestic Clients
  • 5.2-C: Contractors' Client Base by Segment

Chapter 5

  • 5.3-A: Commercialization at Smaller Scales
  • 5.3-B: Relative Margins by Scale
  • 5.3-C: Shift in Microbial Fermentation Volumes
  • 5.3-D: Shift to Smaller or Larger Microbial Fermentation Volumes
  • 5.3-E: Managing Cost Factors

Chapter 6

  • 6.1-A: Activity Types Expected to be Included in Batch Pricing
  • 6.1-B: Activity Types Expected to be Charged as Separate Item
  • 6.1-C: Pricing Model Usage Frequency by Number of Users
  • 6.1-D: Users' Preferred Pricing Model by Project Phase
  • 6.1-E: API Preferred Price Structure
  • 6.1-F: Commercial Supply Preferred Price Model
  • 6.1-G: Commercial Supply Preferred Price Model by User Segment
  • 6.1-H: Proprietary Cell Line Preferred Payment Terms
  • 6.1-I: Proprietary Cell Line Preferred Payment Terms by User Segment
  • 6.1-J: Willingness to Pay Premium for Speed or Earliest Capacity Availability
  • 6.1-K: Distribution of Average Premium for Speed or Earliest Capacity Availability
  • 6.1-L: Pass-Through Items Subject to Markup
  • 6.1-M: Distribution of Raw Materials and Consumables Markups
  • 6.1-N: Distribution of Resins Markups
  • 6.1-O: Distribution of Services Markups
  • 6.1-P: Pass-Through Cost Payment Timing Drivers
  • 6.1-Q: Comparison of CMO Markups Charged for Purchased Materials
  • 6.2-A: Incentive Availability for Client Rescheduling
  • 6.2-B: Dedicated Suite Offering

Chapter 7

  • 7.1-A: Hourly Rates for Process Development
  • 7.1-B: Hourly Rates for Manufacturing Staff
  • 7.1-C: Hourly Rates for QC Staff
  • 7.1-D: Hourly Rates for Project Management Staff
  • 7.1-E: Hourly Rates for Regulatory Support Staff
  • 7.1-F: Hourly Rates for Analytical Development Staff
  • 7.2-A: Contractors: Pricing Models Based on Mix of Contracts
  • 7.2-B: Contractors' Preferred Pricing Models by Project Phase
  • 7.3-A: Per-Batch Pricing: Average Prices Charged and Paid: Mammalian
  • 7.3-B: Per-Batch Pricing: Average Prices Charged and Paid: Microbial
  • 7.3-C: Box-and-Whiskers Plot Explanation
  • 7.3-D: Per-Batch Pricing: Fee Per-Batch by Tank Size Category: Mammalian
  • 7.3-E: Per-Batch Pricing: Fee Per-Batch by Tank Size Category: Microbial
  • 7.3-F: Per-Batch Pricing: Stainless Steel versus Single-Use Project: Mammalian
  • 7.3-G: Per-Batch Pricing: No Refolding versus Refolding: Microbial
  • 7.3-H: Multiple Batch Discounts

Chapter 7

  • 7.4-A: Per-Gram Pricing: Fee Per-Gram by Project Volumes: Mammalian
  • 7.4-B: Per-Gram Pricing: Fee Per-Gram by Project Volumes: Microbial
  • 7.6-A: Viral Vector Batch Pricing Distribution by Process Type
  • 7.6-B: Viral Vector Batch Pricing Distribution by Respondent and Process Type

Chapter 8

  • 8.1-A: Users' Opinion on Reasonable Cancellation Fees for GMP Runs
  • 8.2-A: Examples of RFP Timelines
  • 8.2-B: Distribution of Down Payment at Contract Signing
  • 8.2-C: Charging Reservation Fees for GMP Runs
  • 8.2-D: Distribution of Average Reservation Fees Charges
  • 8.2-E: Time Slot Guarantee and Reservation Fee Payment Terms
  • 8.2-F: Contractors: Cancellation Fees for GMP Runs
  • 8.2-G: Contractors: Distribution of Cancellation Fees for GMP Runs
  • 8.2-H: Comparison of Contractor and User Cancellation Fees
  • 8.2-I: Percent of Time Reserved Capacity Unutilized
  • 8.2-J: Deliberately Blocked Capacity
  • 8.2-K: Estimate Timing of Pass-Through Costs and Lead Times
  • 8.2-L: Average Markup Charge for Pass-Through Costs
  • 8.3-A: Effect of Expected Capacity Increase on Pricing
  • 8.3-B: Commoditization in the Biopharmaceutical Manufacturing Industry
  • 8.3-C: VC Funding Shift to Novel Products
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