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Case study on how one mature/late stage biopharmaceutical brand leveraged SamaCare’s insights and intervention platform to decrease administrative related discontinuations of their drug and maintain market share during a biosimilar release. 

Strategic Interventions Drive Down Therapeutic Discontinuation Rate

This whitepaper presents a structured analysis of prior authorization outcomes for RA treatments requiring medical benefit coverage. It examines real-world access barriers from the perspective of payer decision patterns, documentation requirements, site of care, and plan type. Unlike claims-based studies or survey-based research, this analysis draws from actual prior authorization cases, providing a direct window into the real-world challenges faced by prescribers and patients alike.

Understanding Access Barriers to Physician-Administered Therapies for Rheumatoid Arthritis

Case study on how a neuro biologic brand leveraged SamaCare’s insights and interventions platform to decrease patient access friction and improve patient starts. 

Breaking Through Prior Authorization (PA) Barriers for a Leading Neurology Brand

The European Union intends to impose a 30% tariff on US imports valued at $117 billion if a trade deal is not reached, and if President Trump ends up enacting that same rate on the EU at the beginning of next month, per 

 Items include cars manufactured in the United States, bourbon whiskey, and Boeing aircraft.

The EU plans tariffs on various US products into one bundle.

EU considers anti-coercion measures and retaliatory action

Although it hasn’t been activated as of this time, the idea of invoking the EU’s anti-coercion instrument (ACI) has been circulating, which would come into play during a no-deal scenario. According to Crowell & Moring LLP,

 “the ACI provides a legal framework for a centralized and structured EU response to third country “coercion” through diplomatic means and, failing that, through any counter measures deemed necessary. The ACI states that one of its objectives is to ensure its responses are always in strict adherence to internal and international legality.”

US pushes reciprocal tariffs amid global trade shifts

In essence, if a deal isn’t reached, the EU could consider launching various retaliatory actions—via the limitation of US investments and taxes on US tech companies. A majority from EU member states would be needed, however.

The United States has requested a “near-universal” tariff on EU goods higher than 10%, with exemptions pertaining to various medical devices, aviation, some medical devices, manufacturing equipment, some spirits, and generic medications.

This comes as the US finalized an agreement with Japan requiring American importers to pay a 15% reciprocal levy on Japanese exports to the United States, including autos and their parts.

Pharma prepares for tariff-driven reshoring

Meanwhile, the pharmaceutical industry continues to prepare for levies by the beginning of next month, which could coincide with the planned reciprocal tariffs rates that were previously set.

Trump has described it as being a “low tariff” that would slowly increase over the course of approximately a year, with a tariff reaching up to 200% still being a possibility. Import taxes are vital, says the US president, to not only help guide the reshoring of manufacturing efforts back to the United States, but also contribute to financially supporting the “Big, Beautiful Bill” that he had signed on the Fourth of July. The bill builds on the 2017 Tax Cuts and Jobs Act, making most tax reductions permanent while raising funding for border security, defense, and energy production.

Many companies have already been in the process of reshoring manufacturing to the United States to avoid the impending tariffs, including AstraZeneca, who plans to invest $50 billion by 2030 in US-based drug manufacturing and R&D, marking its largest single manufacturing investment globally.

 The announcement is headlined by a new state-of-the-art facility in Virginia that will produce active pharmaceutical ingredients (APIs) for weight management and metabolic treatments, leveraging AI, automation, and data analytics.

“Today’s announcement underpins our belief in America’s innovation in biopharmaceuticals and our commitment to the millions of patients who need our medicines in America and globally,” said AstraZeneca CEO Pascal Soriot at the time that the news broke. “It will also support our ambition to reach $80 billion in revenue by 2030. I look forward to partnering with Governor Youngkin and his team to work on our largest single manufacturing investment ever. It reflects the Commonwealth of Virginia’s desire to create highly-skilled jobs in science and technology, and will strengthen the country’s domestic supply chain for medicines.”

1. Delfs A, Nardelli A, Valero J. EU Readies €100 Billion No-Deal Plan to Match US 30% Tariff. 

. July 23, 2025. Accessed July 23, 2025. 

https://www.bloomberg.com/news/articles/2025-07-23/eu-readies-100-billion-no-deal-plan-to-match-us-30-tariff

2. The Anti-Coercion Instrument: What Is It and How Europe Might Use It Over the Next Four Years. Crowell & Moring LLP. Accessed July 23, 2025. 

https://www.crowell.com/en/insights/client-alerts/the-anti-coercion-instrument-what-is-it-and-how-europe-might-use-it-over-the-next-four-years

3. Dlouhy JA, Wingrove J, Nohara Y. Trump Strikes Deal With Ally Japan Setting Tariff Rate at 15%. 

. July 22, 2025. Accessed July 23, 2025. 

https://www.bloomberg.com/news/articles/2025-07-22/trump-says-japan-deal-reached-with-tariff-rate-set-at-15

4. Saraceno N. Trump Says Pharma Industry Should Expect Tariffs by Aug. 1. 

. July 17, 2025. Accessed July 23, 2025. 

https://www.pharmaceuticalcommerce.com/view/trump-pharma-industry-tariffs-by-aug-1

5. Saraceno N. AstraZeneca Commits $50 Billion to US Manufacturing and R&D Efforts by 2030. 

https://www.pharmaceuticalcommerce.com/view/astrazeneca-commits-50-billion-us-manufacturing-research-development-2030

The European Union plans to impose a 30% tariff on $117 billion worth of US imports if a trade deal is not reached, mirroring potential US tariffs on EU goods. The EU is considering using its anti-coercion instrument to respond to US actions. The US seeks reciprocal tariffs on EU goods, excluding certain sectors. The pharmaceutical industry is preparing for potential tariffs, with companies like AstraZeneca reshoring manufacturing to the US. AstraZeneca plans a $50 billion investment in US drug manufacturing and R&D, emphasizing innovation and domestic supply chain strengthening.

Meanwhile, President Trump continues to push reciprocal levies and reshoring efforts, while pharma prepares for escalating costs.

EU Threatens 30% Tariffs on $117 Billion of US Goods Amid Trade Standoff

, President Trump reached a formal trade agreement with the European Union in which a maximum 15% levy will 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.

Deal averts 30% tariff threat while triggering pharma sector concerns

This development comes as an Aug. 1 deadline to reach a deal loomed, and after the EU planned on imposing a 30% tariff on US imports valued at $117 billion if a trade deal was not reached (after Trump had threatened a 30% levy of his own).

Though it didn’t end of being activated, the idea of invoking the EU’s anti-coercion instrument (ACI) had been floated around, which could have possibly been enacted during a no-deal scenario. As noted by Crowell & Moring LLP,

 “the ACI provides a legal framework for a centralized and structured EU response to third country “coercion” through diplomatic means and, failing that, through any counter measures deemed necessary. The ACI states that one of its objectives is to ensure its responses are always in strict adherence to internal and international legality.”

Pharma industry faces $13–$19 billion in potential costs

However, with branded drugs being included in the tariff, analysts are now projecting that this deal could ultimately cost the pharma sector between $13 billion and $19 billion. Not only does medication represent the largest European export to the US, the EU is also responsible for nearly 60% of pharma imports entering the US.

This comes during a time when coincidentally, 60% of life sciences and healthcare leaders are anticipating that the current or forthcoming tariffs and pricing policies will have “some impact” on their businesses.

Tariff structure could escalate, encouraging US drug manufacturing

Trump had originally noted that a “low tariff” would slowly increase over the course of approximately a year; there had also been talks up a tariff reaching up to 200%, which could still be on the table, given that the idea hasn’t necessarily been dismissed.

The tariff is meant to encourage pharma manufacturers to reshore their production back to the United States, which has been in the works for many players, including AstraZeneca, who plans to invest $50 billion by 2030 in US-based drug manufacturing and R&D, marking its largest single manufacturing investment globally.

 The announcement is headlined by a new state-of-the-art facility in Virginia that will produce active pharmaceutical ingredients (APIs) for weight management and metabolic treatments, leveraging AI, automation, and data analytics.

Forecasting and inventory strategies emerge as risk mitigation tools

It remains to be seen whether some of the aforementioned costs will be offset by efforts to stockpile medications, but experts in the space think that this could be a safe approach for the time being, and analytical capabilities moving forward will be paramount.

“Right now, I'd want to try and stockpile as much inventory as I could in the US, just to take that tariff uncertainty out of it,” explained Brad Stewart, BDO’s national life sciences co-leader. “The product’s already on shore, and I can then sort of deal with what happens, or at least have a little bit more time to do that … One challenge we have is we may not have all the information today to make the decisions that we need to, but we certainly have the tools available to build the model and forecast, so that if someone says tomorrow, the tariff from this country or that country is going to be 22.1%, you can put that into the model and understand what impacts it's going to have on your business, and at least have the information necessary to make those decisions.”

1. Trump Says US has Reached Trade Deal with European Union as Aug. 1 Deadline Loomed. 

. July 28, 2025. Accessed July 29, 2025. 

https://www.cbsnews.com/news/trump-european-union-trade-deal-reached-scotland/

2. Saraceno N. EU Threatens 30% Tariffs on $117 Billion of US Goods Amid Trade Standoff. 

. July 23, 2025. Accessed July 29, 2025. 

https://www.pharmaceuticalcommerce.com/view/eu-threatens-30-percent-tariffs-us-goods-amid-trade-standoff

3. Satija B. EU-US Trade Deal Could Add up to $19 billion in Pharma Industry Costs, Analysts Say. 

https://www.reuters.com/business/healthcare-pharmaceuticals/eu-us-trade-deal-could-add-up-19-billion-pharma-industry-costs-analysts-say-2025-07-28/

4. Saraceno N. How Life Sciences Firms Are Evolving to Navigate Trade, Tariff, and Pricing Turbulence. 

. July 25, 2025. Accessed July 29, 2025. 

https://www.pharmaceuticalcommerce.com/view/life-sciences-firms-evolving-trade-tariff-pricing-turbulence

5. Saraceno N. How Pharma Executives Can Prepare for Tariff Uncertainty. 

https://www.pharmaceuticalcommerce.com/view/how-pharma-executives-prepare-tariff-uncertainty

President Trump and the European Union have reached a trade agreement imposing a 15% levy on most EU exports, including pharmaceuticals. The EU will invest $600 billion in the US and purchase $750 billion in US energy exports by 2028. The deal averts a potential 30% tariff threat but raises concerns in the pharmaceutical sector, which could face $13–$19 billion in costs. The tariff aims to encourage US drug manufacturing, with companies like AstraZeneca planning significant investments. Forecasting and inventory strategies are suggested to mitigate risks associated with tariff uncertainties.

The new deal imposes 15% tariffs on most EU exports, including pharmaceuticals.

United States, European Union Reach Trade Pact

How Pharma Executives Can Prepare for Tariff Uncertainty

, Brad Stewart, BDO’s national life sciences co-leader, describes how a proposed 200% tariff on pharmaceutical imports could have significant short- and long-term impacts on US drug manufacturing and distribution, with immediate concerns focused on the stability of the generic drug market. According to Stewart, generic drugs make up the majority of medications used in the United States, but they are highly vulnerable to shortages because many become sole-source products after their initial launch. Within a few years of going generic, multiple manufacturers often consolidate into a single supplier due to limited demand and low margins. This leaves the supply chain fragile, as any disruption—such as shortages of active pharmaceutical ingredients (APIs), manufacturing conflicts, or facility issues—can quickly lead to supply gaps. The pandemic underscored these vulnerabilities.

In the short term, Stewart warns that a 200% tariff would exacerbate these challenges by increasing the costs of imported generics, which are critical for maintaining affordable drug access. This could limit availability and raise costs for patients, providers, and insurers, leading to potential shortages and higher out-of-pocket expenses.

Longer term, tariffs of this magnitude would likely drive a rise in overall drug prices in the United States. Companies would have little choice but to pass on increased costs to consumers, insurers, and healthcare systems. While patients might not feel the impact immediately due to insurers absorbing costs, premiums, and healthcare charges would eventually rise.

Stewart emphasizes that reshoring pharmaceutical manufacturing is not a quick fix. Building new manufacturing facilities or scaling domestic production requires a long lead time—typically three to five years—and involves complex regulatory and logistical challenges. As a result, while tariffs may encourage companies to explore onshoring, significant capacity expansion is unlikely to occur in the near term.

Stewart also comments on the internal constraints that nearly a quarter of life sciences CFOs are reporting as their biggest manufacturing obstacle; how artificial intelligence can help support pharma leaders in managing their supply chains; and much more.

What operational or strategic steps should pharma executives be taking now to mitigate risks while awaiting clarity on tariff implementation?

I think to just simplify the things I would do if I were a US or even a non-US life sciences company looking to figure out how I managed my drug supply, and being able to get it to do business in the United States, is right now, I'd want to try and stockpile as much inventory as I could in the US, just to take that tariff uncertainty out of it. The product’s already on shore, and I can then sort of deal with what happens, or at least have a little bit more time to do that.

Two, looking at alternative vendors. Since I don't yet know what all the tariffs are going to be on what products from what countries, and where I'm making product, really looking if there are opportunities to change those suppliers that will have a positive impact on the price of the drugs, or my cost to manufacture them.

Certainly, as we discussed, I think modeling and really looking at it. Do I really understand my supply chain from a global perspective, and if I change one part of it, what impact does it have on all the other parts of it? I think that's what many of the executives are doing. The industry now is starting to think very strategically. One challenge we have is we may not have all the information today to make the decisions that we need to, but we certainly have the tools available to build the model and forecast so that if someone says tomorrow, the tariff from this country or that country is going to be 22.1%, you can put that into the model and understand what impacts it's going to have on your business, and at least have the information necessary to make those decisions.

In the final part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Brad Stewart, BDO’s national life sciences co-leader, covers the operational or strategic steps that pharma executives ought to be taking now in order to mitigate risks while awaiting clarity on tariff implementation.

Following Frazier Healthcare Partners' investment in Knipper Health, Willis Chandler has officially been appointed as Knipper’s president and CEO.

Accelerating treatment initiation through embedded technology

How exactly does Knipper aim to get patients started on treatment at a faster rate? The therapy initation partner utilizes embedded digital enrollment, real-time benefit investigation, and automated prior authorization right into provider workflow—these are also directly linked to various fulfillment options, such as specialty pharmacy, direct-to-patient (DTP) cash, free goods, samples, and third-party logistics (3PL) provider-administered programs.

The role of 3PL in Knipper’s value proposition

Last year, the company’s 3PL arm, Knipper 3PL, was featured in 

’s annual third-party logistics outlook,

 in which it explained the value of 3PLs over the decade, commenting that “the focus of the healthcare supply chain is to get therapies to patients who need them and conduct business in a way that is compliant and ethical while showing fiduciary responsibility that increases gross-to-net margins for the companies and investors who support them. 3PLs are an essential piece of this puzzle and provide cost-effective, compliant, efficient, and safe avenues to get products to the patients who need them. Over the next 10 years, manufacturers will continue to see that value and will continue to trust the right 3PLs for their specific program requirements.”

Patient-centric, gross-to-net optimized solutions

Essentially, all of the company’s services are centered around enhancing outcomes for both patients and biopharma partners by tailoring delivery to patient needs and maximizing gross-to-net efficiency.

Chandler’s pharmaceutical experience spans years in the pharma services space, powered by strategic leadership roles. His most recent position prior to Knipper was as executive in residence at Frazier, in which he was responsible for helping to powers investments and growth plans spanning the entire the pharmaceutical services ecosystem.

Prior to that, Chandler held various senior leadership roles, including as Cencora’s president of global pharma services, where he managed the wholesaler’s consulting, outsourced commercial operations, hub services, and distribution. Before his time at Cencora, Chandler co-founded Shields Health Solutions, a specialty pharmacy integrator serving health systems.

“Knipper is at the forefront of transforming therapy initiation through a data-enabled, patient-centric platform,” commented Nathan Every, general partner at Frazier. “We are excited to partner with Willis and the Knipper team to build on the company’s strong foundation and accelerate its growth. Willis’s experience across commercial pharma services makes him well-suited to lead Knipper through its next chapter.”

Chandler will replace Michael Laferrera, who was at the helm for 13 years as president, and five and a half years as the CEO. Laerrera will continue to be involved with the company as a member of the board of directors.

“I’m thrilled to join Knipper at a time when we are redefining how quickly and efficiently patients begin therapy,” said Chandler. “By embedding real-time medical and pharmacy automation at the point of care, aligning fulfillment to patient needs, and powering decisions with actionable data, I look forward to accelerating our mission to create a faster, more efficient path from order to therapy.”

Other members of the leadership team not only expressed approval of this move, but confidence in the direction that the company is headed in.

“Knipper is very well positioned to lead the next evolution in therapy access through a fully integrated, technology-driven platform,” expressed Frank Segrave, Knipper’s chairman of the board. “Willis brings the expertise and vision to scale this model for biopharma, and we look forward to his leadership in our next phase of growth.”

1. Willis Chandler to Lead Knipper Health as New President and Chief Executive Officer. Knipper Health. July 8, 2025. Accessed July 14, 2025. 

https://www.knipper.com/2025/07/08/willis-chandler-to-lead-knipper-health-as-new-president-and-chief-executive-officer/

2. Saraceno N. Willis Chandler to Lead Knipper Health as New President and Chief Executive Officer. 

. February 2, 2024. Accessed July 14, 2025. 

https://www.pharmaceuticalcommerce.com/view/peeking-behind-the-curtain-the-current-state-of-pharma-3pls-and-future-outlook

The industry veteran will lead the company’s next phase of growth, focusing on faster treatment initiation through integrated digital platforms and optimized fulfillment strategies.

Knipper Health Taps Willis Chandler as New President and CEO

How DSCSA Is Transforming Supply Chain Data Exchange

 roundtable discussion, Nicholas Saraceno, editor of 

 and the peer exchange’s moderator, introduced a discussion on the pharmaceutical supply chain, highlighting its complexity and importance in delivering medications safely and efficiently from manufacturers to patients. The conversation explored the roles of various stakeholders, the need for supply chain resilience and quality control, and the growing importance of data management in achieving these goals.

The pharmaceutical supply chain is a multi-stage system encompassing: research & development; manufacturing; distribution: pharmacies and healthcare providers; and patients.

This system plays a vital role in supporting both individual and public health. It ensures patient safety by maintaining drug quality, authenticity, and regulatory compliance. Additionally, it supports public health by providing consistent access to essential medications and vaccines. During times of crisis—such as pandemics, natural disasters, or supply disruptions—the supply chain becomes even more critical for delivering life-saving therapies and maintaining stability. Efficient supply chain logistics also contribute to cost control

helping reduce healthcare spending and improve the affordability of medications.

Ultimately, a resilient, transparent, and well-managed pharmaceutical supply chain is foundational to maintaining global healthcare systems. It ensures that patients receive the medications they need when they need them, and that providers and manufacturers can work collaboratively to meet evolving challenges in healthcare delivery.

The panel consisted of Dave Malenfant, an expert that specializes in optimizing the supply chain through innovative solutions for people, processes, and technology; Opeyemi Odusami, a seasoned professional with over 12+ years of experience and 10+ years at Sanofi; and Bob Celeste, Founder, Center for Supply Chain Studies, and Executive Director, Open Credentialing Initiative (OCI).

Each expert brought distinctive perspectives on the value of the pharmaceutical supply chain, including techniques for resilience.

Malenfant highlighted offers a holistic, circular model defined by seven stages: plan, source, make, deliver, sell, sustain, and return. This perspective emphasizes the importance of viewing the supply chain as an interconnected system, where resiliency depends on maintaining strong links across all stages. Each segment can have its own strategy, but the key is ensuring smooth, uninterrupted flow of both materials and data from end to end. Disruptions—such as current hospital drug shortages—often reflect failures at earlier stages, like sourcing or manufacturing. For instance, many shortages stem from the inability to obtain active pharmaceutical ingredients (APIs), which then ripple down the chain. He encouraged the audience to think of resiliency not just as a concept, but as an ongoing process of identifying weak links and implementing strategies to strengthen them, thereby ensuring the continuity and stability of the entire supply network.

Odusami added that supply chain resiliency involves not only responding to crises but also anticipating and preventing them. In addition to maintaining a synchronized supply chain—from purchasing and manufacturing to logistics and distribution—companies must build adaptability into their systems. This means being prepared for disruptions while also using data and planning to predict future issues. A resilient supply chain ensures continuity in drug delivery to patients, even during crises. Aligning all parts of the supply chain is key to maintaining consistent access to medications and protecting public health in the face of unexpected challenges or shortages.

As for Celeste, he noted that as more regions like the United States and Europe adopt product serialization, data and product misalignment has become a growing challenge in the pharmaceutical supply chain. In the US, such mismatches often result in products being placed in quarantine, with limited time and space to resolve the issue before the product is returned or removed. A key aspect of supply chain resiliency is the ability to efficiently manage these exceptions to avoid disruptions. Since serialization errors can escalate quickly, developing systems to handle data alignment and resolve issues promptly is critical to keeping products moving through the supply chain.

The panel also dove into risk mitigation; the handling of drug shortages, and crisis management; ensuring product quality across global manufacturing sites; dealing with counterfeit products; the Drug Supply Chain Security Act (DSCSA); the importance of a developing a deep talent pipeline; sustainable practices; and much more.

In the fourth part of this roundtable discussion, a panel of subject matter experts dive into data exchange challenges relating to the Drug Supply Chain Security Act.

Peer Exchange: How DSCSA Is Transforming Supply Chain Data Exchange (Episode 4)

Why Medical Education Must Catch Up 

, Sean O’Hearen, founder and principal consultant at 1st Line Partners, discusses the critical issue of substandard and falsified (SF) medicines and the lack of awareness among healthcare professionals (HCPs). Despite SF drugs posing a growing global health risk, only 2% of HCPs are trained to detect them, and over 80% don’t consider them a serious threat. The Johns Hopkins Bloomberg School of Public Health has recently started focusing on this issue, holding its second symposium on the topic with support from Pfizer. Their work is encouraging, signaling that academic institutions are beginning to address these systemic educational gaps.

O’Hearen notes he’s not an expert in medical or pharmacy education but emphasizes that the BESAFE report—referenced in the interview—offers actionable recommendations. These include integrating SF medicine awareness into undergraduate curricula for healthcare students, establishing dedicated modules in medical schools, and expanding continuing education for practicing professionals. In his experience, frontline education, especially at infusion centers administering life-saving treatments like oncology drugs, plays a critical role in identifying and preventing counterfeit drug use. Nurses and healthcare workers trained to detect signs of falsification are a vital line of defense.

Efforts are underway globally, with the World Health Organization and the International Pharmaceutical Federation leading collaborative projects with African universities in countries like Nigeria, Uganda, and Tanzania. These efforts aim to establish standardized, research-backed curricula to address the growing threat of SF medicines, especially in regions more vulnerable to drug fraud.

While progress is being made, O’Hearen believes the issue is still in its early stages of recognition and response. With more academic and clinical institutions like Johns Hopkins stepping up, the hope is to eventually embed SF medicine detection and awareness into formalized education systems worldwide—closing critical gaps in the healthcare supply chain and improving patient safety.

He also comments on how the private sector should support and scale these efforts to ensure that HCPs globally receive standardized training; the communication strategies stakeholders should adopt to alert without alarming, ensuring patients stay confident in genuine pharmaceuticals, while also remaining vigilant against counterfeit threats; and much more.

Your article highlights that only 2% of HCPs are trained to identify substandard and falsified (SF) medicines, and over 80% don’t view SF drugs as a serious issue. What systemic gaps in medical and pharmacy education need to be addressed, and how can academic and clinical institutions accelerate awareness training?

Clearly, as the Johns Hopkins research indicates, it's a significant issue. The first thing I would say is that I think the industry is very pleased that the school with the resources of Johns Hopkins and their public health team recognize excellence, and the public health arena are getting behind this issue, and it's only been a couple of years. The report that I was referring to in the article was their second symposium, so they're just recently getting behind it, with sponsorship from Pfizer. Great to see that push.

One thing I should say is that I'm not an expert on medical and pharmacy education, number one. You can access that report through the BESAFE references, but that report you'll give some very specific recommendations, as far as what can be done to address the education gap that that they're seeing.

They're talking about all levels of education. It’s starting with undergrad curricula for healthcare professionals, pharmacists, folks who are interested in medical degrees. Of course, medical school having dedicated curricula around that, and continuing education related to that. I think there's also a component that pharmaceutical manufacturers and industry associations are doing today, and that is providing education to healthcare professionals, either in cases where they're reacting to an incident and a known issue, and then that education of those frontline workers becomes part of the solution.

I've been involved in many cases where we're trying to solve, and that's a significant part of the solution is educating those healthcare practitioners. Just as an example that's been at infusion centers: one of the trends we’re seeing is life-saving type of treatments—like oncology treatments—in certain parts of the world where counterfeits are turning up. It's enabling those nurses, who are working with the products and patients to help them understand how to identify counterfeit medicine.

The issue that the report highlights is that there are few standardized curricula. There's the International Pharmaceutical Federation, which, I think, at least based on what I've seen—I haven't done extensive research on this—but that's kind of the first of its type of a really, thoroughly researched and an organized effort. Notably, that was sponsored and put together by with the help of the World Health Organization and International Pharmaceutical Federation. The universities involved were in Africa. There were five countries in Africa, Nigeria, Uganda, Tanzania, and some others, so obviously, they're trying. The World Health Organization in particular is trying to focus on those parts of the world where this issue is even more significant than it is in other parts of the world. In terms of the big picture, I think we're in early stages on addressing the issue. Johns Hopkins isn't the only university that's getting behind this issue, but as more and more universities recognize it, I think that the goal would be to try to get this education into standardized curriculum.

In the first part of his Pharma Commerce video interview, Sean O’Hearen, founder and principal consultant at 1st Line Partners, lays out the systemic gaps in medical and pharmacy education that need to be addressed, along with how academic and clinical institutions can accelerate awareness training in identifying substandard and falsified medicines.

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