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The evolving topics to keep a close watch on in the coming months 

More changes ahead: Biopharma market trends for rest of 2021

 has reported that Catalent, a global contract development and manufacturing organization (CDMO), is downsizing. The CDMO cites an “unexpected shift in demand from a large customer,” and will be laying off 350 employees from its Baltimore gene therapy plant.

Although the client is currently unknown, Sarepta Therapeutics, a genetic medicine company, is based at that location.

“Our gene therapy business continues to see strong growth and we look forward to working on behalf of customers to deliver novel therapies for patients with genetic diseases/disorders,” a Catalent spokesperson told 

. “It is never easy to see talented colleagues leave Catalent and we remain committed to providing them transition support as they manage this change.”

Novo Nordisk completes $16.5 billion Catalent acquisition

Catalent’s ownership changed hands last year, after Novo Holdings, Novo Nordisk’s parent company, agreed to acquire the CDMO in a $16.5 billion deal.

The deal officially closed in December 2024.

Per the transaction, Novo Nordisk purchased three manufacturing sites that Novo Holdings acquired from Catalent. Novo Nordisk paid out a combined $11 billion to its parent company for the three plants.

Novo Nordisk president and CEO Lars Fruergaard Jorgensen commented at the time of the annoucement that, “We are very pleased with the agreement to acquire the three Catalent manufacturing sites which will enable us to serve significantly more people living with diabetes and obesity in the future. The acquisition complements the significant investments we are already doing in active pharmaceutical ingredients facilities, and the sites will provide strategic flexibility to our existing supply network.”

These sites house fill-finish processes and will contribute to the increased supply of Wegovy.

Rising role of CDMOs and outsourced manufacturing

The news comes at a point when the industry—particularly pharma manufacturing—has been gaining momentum, especially due to the role of CDMOs and contract manufacturing organizations (CMOs).

“The pharmaceutical manufacturing market has been undergoing significant growth since 2015 and is divided between and CMOs,” noted Bruce Phelan, a senior partner with Blue Fin Group, in an interview with 

 “There has been a significant shift of pharmaceutical manufacturers core competencies, especially in manufacturing expertise and increased sophistication of complex products, and an increased reliance on CDMOs and CMOs for capacity and expertise, inclusive of API manufacturing as well as finished goods manufacturing.

“As such, small and large pharmaceutical companies have increased their outsourcing to their drug manufacturing CDMO or CMOs partners because they need access to manufacturing capacity or technological manufacturing capabilities beyond what they have within their in-house manufacturing capabilities and capacities and to mitigate potential risk of under supply or low yield. The global need for manufacturing capacity and technical expertise has significantly accelerated over the past seven to eight years and furthermore during the pandemic … Purchasing and vertically integrating a CDMO or CMO into pharmaceutical manufacturers supply chain is worth considering dependent upon the need for increased/excess supply of the finished goods (product), specific manufacturing requirements, the need for excess or increased capacity based on commercial product forecasting, and to manage downside risks of the lack of outsourced manufacturing capacity or the trained personnel to operate sophisticated manufacturing processes.”

FDA setbacks highlight manufacturing challenges

However, the potential for CDMO and CMO growth aside, the FDA had issued a second complete response letter (CRL) to Regeneron’s odronextamab, based on issues with one of the aforementioned third-party manufacturing sites that had been purchased by Novo.

Regeneron’s Biologics License Application (BLA) is seeking the approval of odronextamab for the treatment of relapsed/refractory (R/R) follicular lymphoma (FL) and for R/R diffuse large B-cell lymphoma (DLBCL) following two or more prior lines of systemic therapy.

1. Brown A. Catalent Lays Off 350 Workers Over Change on Demand From a ‘Large Customer.’ 

. August 20, 2025. Accessed August 20, 2025. 

https://endpoints.news/catalent-lays-off-350-workers-over-change-in-demand-from-a-large-customer/

2. Hollan M. Novo Nordisk’s Parent Company to Acquire Catalent To Boost Supply of Wegovy. 

. February 5, 2024. Accessed August 20, 2025. 

https://www.catalent.com/catalent-news/novo-holdings-completes-acquisition-of-catalent/

3. Novo Holdings Completes Acquisition of Catalent. Catalent. December 18, 2024. Accessed August 20, 2025. 

4. Hollan M. What Novo Nordisk’s Purchase of Catalent Means for the Industry. 

. February 14, 2024. Accessed August 20, 2025. 

https://www.pharmexec.com/view/novo-nordisk-purchase-catalent-means-industry

5. James D. Regeneron Faces FDA Setbacks with CRL for Odronextamab, Delays on Eylea HD BLA Amid Third-Party Manufacturing Issues. 

. August 1, 2025. Accessed August 20, 2025. 

https://www.pharmexec.com/view/regeneron-fda-crl-odronextamab-eylea

Catalent is downsizing due to an unexpected demand shift from a major client, resulting in 350 layoffs at its Baltimore gene therapy plant. Novo Nordisk recently acquired Catalent in a $16.5 billion deal, enhancing its manufacturing capabilities for diabetes and obesity treatments. The pharmaceutical industry is increasingly relying on CDMOs and CMOs for manufacturing expertise and capacity. Despite growth potential, challenges persist, as evidenced by FDA setbacks for Regeneron's odronextamab, linked to issues at a Novo-acquired manufacturing site.

The CDMO will be cutting 350 jobs at its Baltimore gene therapy site after a major client’s demand shift, less than a year after Novo Holdings’ $16.5 billion acquisition.

Catalent to Lay Off 350 Workers at Baltimore Gene Therapy Plant 

 the White House and European Union today revealed a framework for a deal centered around “reciprocal, fair, and balanced trade” that is expected to get into effect Sept. 1 of this year. Although the agreement covers all imported goods coming from the EU, pharmaceuticals fall under a distinct set of regulations.

The United States will be applying the higher of either the most-favored nation (MFN) tariff rate or a duty of 15%, so basically, tariffs will not be higher than the aforementioned 15%. This includes generic pharmaceuticals, their ingredients, and chemical precursors, stemming from President Trump previous July announcement from President Trump reaching a formal trade agreement with the EU in which a maximum 15% levy would be imposed on “most” EU exports, including autos and their parts; semiconductors; and pharmaceuticals.

 The EU will also be investing $600 billion in the US and purchasing $750 billion worth of US energy exports through the year 2028.

Shifting tariff proposals earlier this year

The development comes amid the multitude of changes that have transpired over the course of six months beginning in early February, when President Trump announced that the US planned to approve a tariff of 25% or higher on pharmaceuticals.

 That number then skyrocketed to as high as 250%—a new high—which Trump had revealed in an interview with CNBC’s “Squawk Box.”

Potential impact on the pharma supply chain

, Dave Malenfant, a healthcare supply chain expert, discusses the potential impact of a proposed 250% tariff on pharmaceutical imports, emphasizing that the effect depends heavily on where in the supply chain the tariff is applied. If imposed on active pharmaceutical ingredients (APIs), the impact would be minimal, as APIs contribute relatively little to the total cost of a finished drug and adjustments could be made through negotiation.

However, if applied to finished pharmaceuticals or key components—such as bottle plugs, closures, molded parts, and glass—the cost implications could be significant, since these materials represent a substantial portion of overall manufacturing costs.

“It depends where the tariff is applied. If you're talking about the active pharmaceutical ingredients, they'll have very minimal impact, as you get into the royalties and all that,” he explained. “When you look at the cost of a pharmaceutical product, a lot of the cost is not in the active ingredient, as much as the components to package it in the processing. If we are buying a finished pharmaceutical and it's got a 250% tariff on it, and the proposed regulation says that there will not be a duty drawback, because right now, on a lot of pharmaceuticals, you have duty drawback, which means you pay duty upfront, and then you can go and apply to the government and draw back.

"What that does is it will have a direct impact throughout the entire supply chain, but at the same time, it's telling the US, why aren't we making these pharmaceuticals in the United States? Most of the research and development has been done in the United States, but then we export it out to cheaper countries to make the product, and they import it back in, such as Singapore—I’m not going to talk about India, because India is a unique situation—or other countries, and then we import it back in trying to distribute it within the United States. … I think if we're going to sell in United States, I firmly believe that we should make it in United States.

1. Hollan M. White House and European Union Announce Long-Awaited Details on Pharma Tariffs. 

. August 21, 2025. Accessed August 21, 2025. 

https://www.pharmexec.com/view/white-house-european-union-details-pharma-tariffs

2. Saraceno N. As Trump Pharma Tariff Deadline Looms, Here's How the Sector Got Here. 

. July 31, 2025. Accessed August 21, 2025. 

https://www.pharmaceuticalcommerce.com/view/trump-pharma-tariff-deadline-looms-how-sector-got-here

3. Saraceno N. Trump: Tariffs Could Potentially Hit 250%. 

. August 7, 2025. Accessed August 21, 2025. 

https://www.pharmaceuticalcommerce.com/view/trump-tariffs-could-potentially-hit-250

The new framework, set to take effect Sept. 1, limits tariffs on pharmaceutical imports to 15% but follows months of shifting proposals, including threats of tariffs as high as 250%.

White House and EU Finalize Trade Deal With 15% Cap on Pharma Tariffs

As personalized medicine moves from innovation to mainstream, the burden of precision delivery falls on third-party logistics providers (3PLs) and carriers. These therapies are not one-size-fits-all—they are custom-built treatments based on an individual’s genetic makeup, lifestyle, and environment. The goal is maximum efficacy through highly tailored care.

What was once a standardized approach to medication is now an individualized therapy, and that transformation demands a delivery system as specialized as the treatment itself. Every shipment must arrive intact, temperature-controlled and on time because with personalized medicine, even minor lapses can compromise patient outcomes.

Unlike traditional medications, personalized therapies can't be quickly replaced if a shipment fails. Reproducing a customized treatment takes time—a delay that can be critical for patients often battling serious illnesses. For them, a missed dose isn't just inconvenient; it can mean a setback in treatment or a missed window for optimal effectiveness.

With the drug delivery industry continuing to grow, forward-thinking carriers are strengthening their chain of custody and increasingly adopting tools like predictive analytics, temperature-controlled packaging, and real-time tracking to keep shipments safe enough to withstand long-distance travel.

Below are some areas for providers and logistics companies delivering personalized medicines to consider.

Law aims to protect the integrity of medication

Protecting the integrity of medications, especially personalized ones, requires in-depth knowledge of industry legislation.

The Drug Supply Chain Security Act (DSCSA), enacted by the FDA regulation in 2013, was designed to safeguard the US pharmaceutical supply chain from counterfeit, contaminated, stolen, or otherwise harmful drugs. It helps protect patients from receiving incorrect or injurious drugs, enhances the security of our nation’s drug supply, and enables a more seamless flow of data between supply chain partners.

While this regulation applies to all prescription drugs, its importance is amplified when it comes to personalized medicine. Every product must be traceable, from manufacturer to pharmacy, using serial numbers and detailed documentation. Carriers must not only understand this legislation but actively ensure their systems and partners align with it to avoid breaches that could compromise patient safety.

Yet not all stakeholders fully comply, and I have experienced gaps in execution firsthand.

Challenges in home delivery of personalized medicines

A decade ago, a family member of mine asked that an injectable drug be delivered to her home. However, the driver left her mediation in the mailbox like it was a bill or a magazine, even though it was temperature-sensitive and should have been brought to the door. Medications like this one can become ineffective or unsafe if left in extreme heat or cold.

Although those delivering pharmaceuticals are better trained today, 3PL providers must ensure drivers are properly instructed so that they don’t drop custom-engineered treatments and dash. Major carriers have the necessary infrastructure to move medications within and between metropolitan areas, but it gets trickier and costlier when the carrier must deliver pharmaceuticals to rural areas and only has the time to make a handful of stops.

In this scenario, the company might outsource the delivery to an independent contractor. If so, the smaller delivery service must understand the importance of correctly delivering temperature-sensitive medications. Otherwise, the driver could place the delivery on the front porch, out in the elements, or in the mailbox like what happened with my family member.

And while all medications should arrive intact and on time, the stakes are especially high when the treatment is personalized and tailored to an individual’s specific health needs.

To prevent missteps like these, carriers should:

Review and reinforce contracts with third-party delivery partners.

Ensure all drivers are trained in handling temperature-sensitive treatments.

Conduct routine audits to maintain compliance and quality standards.

Tracking technology provides real-time visibility

Today’s packaging and tracking technologies give consumers real-time visibility into their deliveries, a major leap from the static updates of five to 10 years ago. Mobile apps, GPS tracking, and instant notifications now offer moment-by-moment insights into a package’s journey, while smart sensors monitor conditions like temperature along with shock and humidity, which are critical for sensitive items like personalized medicines.

Beyond just tracking location, modern systems also predict potential delays and proactively communicate changes, building greater trust and confidence. In a world where speed, safety, and convenience drive consumer loyalty, real-time transparency is an expectation rather than a luxury.

In addition to enhancing transparency, these technologies are crucial for protecting the integrity of sensitive shipments, especially personalized medications that demand controlled temperatures and careful handling.

Many medications require strict temperature control to maintain their effectiveness, potency, and safety. Proper packaging plays a crucial role in ensuring that these medications remain stable during storage and transportation. This might include passive cooling systems like insulated boxes with gel packs or dry ice, or it could even include active systems like refrigerated shipping containers that maintain temperature control. Other options exist—think smart packaging that contains temperature sensors and GPS tracking for real-time monitoring.

Medications that include vaccines, biologics, and insulin often become ineffective or unsafe when exposed to temperatures that are too hot or too cold. This is because fluctuations in temperature can cause chemical or structural changes that render them ineffective. Insulin, for example, must be stored between 36°F and 46°F because exposing it to heat or freezing can cause it to lose its potency, making it less effective for blood sugar control in diabetes patients.

To mitigate risks, carriers are increasingly using predictive analytics to anticipate and adapt to disruptions. Whether it’s a snowstorm or extreme heat, these tools help reroute deliveries and preserve medication integrity.

Ensure quality of care every step of the way

As medicine becomes more individualized, the expectations placed on the delivery infrastructure rise as well. Logistics providers are no longer just moving packages—they are delivering highly sensitive and patient-specific therapies that often represent a critical part of someone’s care plan.

Meeting this challenge means investing in better training, more advanced technology and stronger partnerships throughout the supply chain. It requires a culture of accountability and precision at every touchpoint.

Personalized medicine is redefining healthcare. To fully realize its potential, the systems that deliver it must be equally modern, responsive and reliable.

Tim McClatchy is Vice President of Life Sciences at Kenco.

The shift towards personalized medicine necessitates a specialized delivery system, placing significant responsibility on third-party logistics providers and carriers. These custom-built treatments require precise handling, as any lapse can compromise patient outcomes. The Drug Supply Chain Security Act emphasizes the importance of traceability and compliance, especially for personalized therapies. Advanced tracking technologies and predictive analytics are crucial for maintaining the integrity of sensitive shipments. As medicine becomes more individualized, logistics providers must invest in training, technology, and partnerships to ensure reliable delivery of patient-specific therapies.

As this medical approach continues to become more widely adopted, the industry must adapt to help provide precise, compliant, temperature-controlled delivery of highly individualized treatments.

How the Rise of Personalized Medicine Impacts Life Sciences’ Logistics

Sticker shock at the pharmacy counter has become an all-too-familiar experience for both patients and providers. The rising cost of prescription medications in the United States creates a growing obstacle for millions of people.

In 2022, more than 4,200 drug products experienced price increases (many of which were higher than the rate of inflation), compared to the 1,200 drugs that saw price increases the year before.

 For patients, this meant the average price of a drug rose 15% in 2022 up from 2021 which saw an increase of 11.5%. With over half of adults

 worried about affording their family’s prescriptions, today, patients are put between a rock and a hard place: pay out-of-pocket prices they can’t afford or walk away empty-handed.

Information from the Centers for Disease Control and Prevention found that 8.2% of adults (nearly 9.2 million people) aged 18-64 did not take their medications as prescribed in 2021.

 Among those studied, uninsured adults (22.9%) were the most likely not to take medications as prescribed to reduce costs. Creating a ripple effect, rising prescription costs lead to an increase in nonadherence measures, such as skipping doses, reducing doses, delaying prescription refills, or forgoing a fill altogether, which can become harmful, or even fatal, over time.

To address these challenges and mitigate medication abandonment, pharmacists can leverage a variety of tools and strategies that provide transparency, immediate access to savings and comprehensive patient support. Solutions, such as real-time prescription pricing tools, patient assistance programs, and digital adherence platforms, empower patients to better understand their medication costs, locate convenient pharmacies and take a proactive role in managing their prescribed therapies. Through a multifaceted approach, these tools can support providers and patients in deciding on cost-effective therapy options, which may significantly reduce out-of-pocket (OOP) costs and prescription abandonment rates, thereby improving the overall patient experience. These resources can help patients and providers make value-based decisions about treatment and help patients decrease their OOP costs, reduce their abandonment of prescriptions, and help patients have a better overall experience.

The rising challenge of prescription abandonment

Medication abandonment and nonadherence are particularly worrisome for patients with lower incomes.

It has been reported that patients from medically underserved areas abandon prescription medications used to treat diabetes, hypertension, and cholesterol-lowering agents at a higher rate (5.44%) compared to their counterparts at (4.77%).

Additional data from IQVIA states that the average out-of-pocket cost per retail prescription rose in 2023, further burdening patients to prioritize between vital medications and other essential expenses. Later findings indicated that when OOP costs exceeded $250, 69% of patients did not start therapy,

 but when OOP costs were less than $30, the abandonment rate was only 11%. Another report found that prescriptions subject to deductibles were twice as likely to be abandoned at the pharmacy counter, meaning people on high-deductible plans were opting out of taking their prescribed medicine.

 For those with chronic conditions, a study conducted by a research team from the University of Michigan found that higher OOP costs, sometimes by an increase of $50, resulted in lower medication adherence rates.

Any doctor can underscore the importance of taking medication as prescribed and the serious implications that may happen if a regimen isn’t followed. Unfortunately, when patients are burdened by costs, they may struggle to fully grasp the long-term value of their medications. Driven by the immediate need for financial relief, they may resort to difficult decisions, like skipping doses or self-adjusting their prescribed regimens, inadvertently diminishing the effectiveness of vital therapies. The long-term consequences of this pattern of nonadherence extend beyond immediate health risks. Nonadherence can lead to worsening symptoms and disease progression, prolonged hospitalization, and an increase in overall healthcare costs. In fact, reports indicate that the estimated annual cost of illness or disease caused from nonoptimized medication therapy was $528.4 billion.

Strategic approaches to enhance patient adherence

Patients face several unknown factors when they go to the pharmacy counter. Information about the costs, medication availability, the wait time to fill, and in some cases, a patient's insurance coverage of their prescriptions may not be the most affordable option. High copays, deductibles, and non-preferred coverage for certain medications should not be an obstacle to good health. To best address these challenges and improve patient adherence, pharmacists can advocate for a number of actionable strategies:

Leveraging real-time prescription pricing tools:

 Patients who receive access to real-time medication price estimates are better equipped to make informed choices and gain confidence in knowing what to expect at the point of sale. This level of transparency helps reduce uncertainty and can strengthen patients’ trust in the broader healthcare system. Pharmacies can work with healthcare vendors to provide inventory and pricing data to enhance the effectiveness of real-time pricing tools. With greater participation from pharmacies, more patients can access a comprehensive overview of their choices. When utilized, a pricing tool can potentially save patients up to 80% on the usual and customary price of their prescription.

Even patients with insurance may find prescription costs higher than expected due to high deductibles or co-pays. Pharmacists can recommend prescription discount cards as an alternative that provides lower prices and is often more affordable than the OOP expenses through some insurance plans. By offering a discount card as an alternative, patients may save significantly on medications, which can reduce the financial strain of insurance-based costs. Pharmacists can help patients compare the costs between using insurance and a discount card to ensure they are making the most cost-effective choice, especially for medications not covered under their plan.

PAPs offer relief to eligible patients struggling with medication costs, particularly those who are uninsured or underinsured. By covering the full cost of select medications for qualifying patients, these programs not only ease financial strain but also help bridge critical gaps in care. The benefits are clear: a 2025 study on patients with diabetes found that A1C levels and medication utilization were considerably improved for patients who could get high-cost medications through PAPs.

 Pharmacists ​​play an essential role in identifying patients who may qualify for PAPs, educating them about the programs available to them, and assisting with complex application processes. By actively promoting these key programs, pharmacists are directly positioned to improve access and adherence.

 A common tool for new product launches or to help patients manage high co-pays, manufacturer coupons provide direct discounts on certain brand-name medications at the pharmacy counter. Manufacturer coupons make otherwise expensive brand-name drugs more affordable and reduce the likelihood of abandonment at the point of sale. Pharmacists are at the forefront of informing patients about applicable manufacturer coupons, and their expertise ensures patients maximize these savings opportunities and proceed with their prescribed therapy.

 Co-pay programs help patients manage high co-payments for their prescriptions, making expensive therapies more accessible by capping the patient's OOP contribution. A recent HealthWell Foundation survey revealed that31% of seriously ill patients who were using charitable copayment assistance could not access their necessary treatment without it.

 This signals how essential these programs are for maintaining continuous, life-saving care. Pharmacists can identify when a patient's co-pay is unusually high and guide them to relevant co-pay assistance programs, reducing financial pressure on patients and fostering adherence.

 These are often the pivotal access point for underserved populations. Community health centers improve patients’ access to affordable medications, medication counseling, and adherence support, as well as direct dispensing services. Most importantly, these facilities address not only medication needs but also broader health and social determinants. Many community health centers offer sliding scale fees or discounted services, which help patients access necessary medications without having to choose between healthcare and other financial needs. Working within or alongside these centers allows pharmacists to extend their reach to vulnerable populations, ensuring patients receive the affordable care options they need in a supportive environment.

When deploying integrated patient support tools, everyone wins. If patients can access their medications at prices they can afford, adherence increases, creating healthier lives in the community. At the same time, as adherence increases, prescription volume for pharmacies increases, too. Patient loyalty and trust could also improve if more affordable prices are consistently offered at a patient’s preferred pharmacy.

A key component to these accessibility and affordability tools is in large part powered by awareness. In order to drive meaningful impact, we need to go beyond simply offering these tools, but actively promote them. Traditional insurance coverage for medications is not the only solution. Pharmacists and healthcare organizations can work together to educate their audiences about readily available healthcare affordability strategies, especially if a patient expresses concerns about the cost of their prescriptions at the counter. Grassroots efforts—such as partnerships with community organizations, public health campaigns, and multilingual resources—can further enhance awareness and access, especially in populations most at risk for nonadherence due to affordability challenges.

Technology is reshaping the future of healthcare by removing long-standing barriers such as time, high OOP costs, and unequal access to essential medications. When done thoughtfully, digital patient-centric solutions can transform the pharmaceutical industry shifting the focus towards stronger and more personalized care.

Alexandra Robertson is the Senior Vice President of Growth at Visory Health.

1. Bosworth A, Sheingold S, Finegold K, Sayed BA, De Lew N, Sommers BD. Changes in the List Prices of Prescription Drugs, 2017-2023. Office of the Assistant Secretary for Planning and Evaluation. October 6, 2023. 

https://aspe.hhs.gov/reports/changes-list-prices-prescription-drugs

2. Bosworth A, Sheingold S, Finegold K, Sayed BA, De Lew N, Sommers BD. Price Increases for Prescription Drugs, 2016-2022. Office of the Assistant Secretary for Planning and Evaluation. September 30, 2022. 

https://aspe.hhs.gov/reports/prescription-drug-price-increases

3. Sparks G, Kirzinger A, Montero A, Valdes I, Hamel L. Public Opinion on Prescription Drugs and Their Prices. KFF. October 4, 2024. 

https://www.kff.org/health-costs/poll-finding/public-opinion-on-prescription-drugs-and-their-prices/#:~:text=One%20Quarter%20of%20Adults%20Have,Those%20Who%20Take%20More%20Medications

4. Mykyta L, Cohen RA. Characteristics of Adults Aged 18–64 Who Did Not Take Medication as Prescribed to Reduce Costs: United States, 2021. Centers for Disease Control and Prevention’s National Center for Health Statistics. June 2023. 

https://www.cdc.gov/nchs/data/databriefs/db470.pdf

5. Minghui L, Harmon M, Wasson M, et. al. Abandonment of prescriptions in medically underserved areas: Abandonment of prescriptions in medically underserved areas: Primary medication non-adherence in community pharmacies in the delta region of the United States. 

Exploratory Research in Clinical and Social Pharmacy

6. Devane K, Harris K, Kelly K. Patient Affordability Part Two. IQVIA. May 18, 2018. 

https://www.iqvia.com/locations/united-states/library/case-studies/patient-affordability-part-two

7. Deductibles and Coinsurance Drive High Out-Of-Pocket Costs for Commercially Insured Patients Taking Brand Medicines Pharmaceutical Research and Manufacturers of America. November 14, 2022. 

Prescription medication costs in the U.S. have surged, creating significant barriers for patients, particularly those uninsured or with high out-of-pocket expenses. This has led to increased medication nonadherence, with serious health and economic consequences. Pharmacists can play a crucial role in mitigating these issues by utilizing tools like real-time pricing, discount cards, and patient assistance programs. These strategies can enhance medication adherence, reduce financial strain, and improve patient outcomes. Awareness and education about these resources are essential to maximize their impact and ensure equitable access to medications.

As the rising cost of prescription medications in the United States becomes an increasing barrier for millions of people, how can we effectively address and improve patient adherence?

Melonie Warfel, Model N

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